A delicate balance: how physicians manage change towards collaborative care within their institutions

IF 0.8 Q4 HEALTH POLICY & SERVICES
Debbie Vermond, E. de Groot, N. D. de Wit, D. Zwart
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Abstract

PurposeIn response to the COVID-19 pandemic, in 2020–2022, the immutable and fragmented character of our healthcare system changed. Healthcare professionals and their institutional leads proved remarkably agile and managed to change toward collaborative care. The purpose of this paper is to examine experiences with collaborative practice in healthcare during the COVID-19 pandemic in two regions in the Netherlands, to explore and understand the relationship between policy and practice and the potential development of new collaborative care routines.Design/methodology/approachUsing a methodology informed by theories that have a focus on professional working practice (so called “activity theory”) or the institutional decision-makers (discursive institutionalism), respectively, the perspective of physicians on the relationship between policy and practice was explored. Transcripts of meetings with physicians from different institutions and medical specialities about their collaborative COVID-19 care were qualitatively analysed.FindingsThe findings show how change during COVID-19 was primarily initiated from the bottom-up. Cultural-cognitive and normative forces in professional, collaborative working practice triggered the creation of new relationships and sharing of resources and capacity. The importance of top-down regulatory forces from institutional leads was less evident. Yet, both (bottom-up) professional legitimacy and (top-down) institutional support are mentioned as necessary by healthcare professionals to develop and sustain new collaborative routines.Practical implicationsThe COVID-19 crisis provided opportunity to build better healthcare infrastructure by learning from the responses to this pandemic. Now is the time to find ways to integrate new ways of working initiated from the bottom-up with those longstanding ones initiated from top-down.OriginalityThis paper presents a combination of theories for understanding collaboration in healthcare, which can inform future research into collaborative care initiatives.
一个微妙的平衡:医生如何管理他们机构内的合作护理的变化
目的:为应对2019冠状病毒病大流行,2020-2022年,我国医疗体系的不可变性和碎片化特征发生了变化。医疗保健专业人员和他们的机构领导被证明非常敏捷,并设法向协作式护理转变。本文的目的是研究荷兰两个地区在COVID-19大流行期间医疗保健合作实践的经验,探索和理解政策与实践之间的关系以及新的合作护理常规的潜在发展。设计/方法/方法使用一种以专注于专业工作实践的理论(所谓的“活动理论”)或机构决策者(话语制度主义)为基础的方法,分别探讨了医生对政策与实践之间关系的看法。对来自不同机构和医学专业的医生就其COVID-19合作治疗的会议记录进行了定性分析。研究结果表明,2019冠状病毒病期间的变化主要是自下而上发起的。专业协作工作实践中的文化认知和规范力量触发了新关系的创建以及资源和能力的共享。机构领导自上而下的监管力量的重要性则不那么明显。然而,医疗保健专业人员认为(自下而上)的专业合法性和(自上而下)的机构支持都是发展和维持新的协作惯例所必需的。实际意义2019冠状病毒病危机提供了一个机会,可以通过学习应对疫情的经验,建设更好的医疗基础设施。现在是时候把自下而上的新工作方式和自上而下的长期工作方式结合起来了。本文提出了理解医疗保健合作的理论组合,这可以为未来的合作护理倡议研究提供信息。
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来源期刊
Journal of Integrated Care
Journal of Integrated Care HEALTH POLICY & SERVICES-
CiteScore
1.70
自引率
12.50%
发文量
34
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