使医院对痴呆症患者更友好:一种包容的、以用户为中心的方法。

IF 3.4 Q1 HEALTH POLICY & SERVICES
Journal of Healthcare Leadership Pub Date : 2025-03-01 eCollection Date: 2025-01-01 DOI:10.2147/JHL.S496288
Diane L Farsetta, Sarah E Endicott, Paula Woywod, Lisa C Bratzke
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引用次数: 0

摘要

目的:痴呆症患者及其护理伙伴认为与卫生保健系统的互动是他们面临的最大挑战之一。许多医院工作人员还没有做好照顾痴呆症患者的准备。这导致痴呆症患者预后不良,护理伙伴感到沮丧和困惑,医院工作人员感到痛苦。患者和方法:一个在教育、老年病学、模拟和社区参与方面具有专业知识的学术项目团队设计了一个对痴呆症友好的医院工具包,该团队以前曾开发过用于课堂和社区的痴呆症友好培训材料。项目团队采用以用户为中心的设计原则,咨询了痴呆症患者的护理合作伙伴、医院工作人员、医院领导以及受痴呆症影响严重的社区的倡导者,以确定和解决患者、护理合作伙伴、医院工作人员和医院领导的需求。结果:项目小组开发了一套对痴呆症患者友好的医院工具包,其中包括针对各职能医院工作人员的培训材料和一份组织指南,以促进广泛的医院采用该工具包。在多轮试点测试中,医院工作人员对工具包培训活动评价很高,报告了新的见解,并应用了在其专业角色中获得的知识或技能。五家医院,从大型学术中心到农村关键医院,使用该工具包来评估需求、制定计划并为工作人员组织培训课程。所有医院都报告说收到了工作人员的积极反馈,达到了工作人员的学习目标,并打算继续使用工具包来实现对痴呆症友好的目标。结论:采用包容的、以用户为中心的方法来编写对痴呆症友好的培训材料,使项目团队能够满足主要合作伙伴的需求:痴呆症患者、他们的护理伙伴、医院工作人员和医院领导。根据医院试点伙伴的积极反应,项目小组正在支持更广泛地传播对痴呆症友好的医院工具包。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Making Hospitals More Dementia Friendly: An Inclusive, User-Centered Approach.

Purpose: People living with dementia and their care partners identify interactions with the healthcare system as among their greatest challenges. Many hospital staff do not feel prepared to care for people living with dementia. This contributes to poor outcomes for patients living with dementia, frustration and confusion for care partners, and distress for hospital staff.

Patients and methods: An academic project team with expertise in education, geriatrics, simulation, and community engagement, who had previously developed dementia-friendly training materials for classroom and community use, designed a dementia-friendly hospital toolkit. Applying principles of user-centered design, the project team consulted with care partners of people living with dementia, hospital staff, hospital leadership, and advocates from communities disproportionately impacted by dementia to identify and address the needs of patients, care partners, hospital staff, and hospital leadership.

Results: The project team developed a dementia-friendly hospital toolkit, which includes training materials for hospital staff across roles and an organizational guide to facilitate uptake by a wide range of hospitals. In multiple rounds of pilot testing, hospital staff rated toolkit training activities highly, reporting new insights and applying the knowledge or skills gained in their professional roles. Five hospitals, ranging from large academic centers to rural critical access hospitals, used the toolkit to assess needs, develop plans, and organize training sessions for staff. All hospitals reported receiving positive feedback from staff, meeting staff learning objectives, and intending to continue using the toolkit to meet their dementia-friendly goals.

Conclusion: Following an inclusive, user-centered approach to developing dementia-friendly training materials allowed the project team to address the needs of key partners: people living with dementia, their care partners, hospital staff, and hospital leadership. Based on the positive responses from hospital pilot partners, the project team is supporting wider dissemination of the dementia-friendly hospital toolkit.

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来源期刊
Journal of Healthcare Leadership
Journal of Healthcare Leadership HEALTH POLICY & SERVICES-
CiteScore
5.40
自引率
2.30%
发文量
27
审稿时长
16 weeks
期刊介绍: Efficient and successful modern healthcare depends on a growing group of professionals working together as an interdisciplinary team. However, many forces shape the delivery of healthcare; changes are being driven by the markets, transformations in concepts of health and wellbeing, technology and research and discovery. Dynamic leadership will guide these necessary transformations. The Journal of Healthcare Leadership is an international, peer-reviewed, open access journal focusing on leadership for the healthcare professions. The publication strives to amalgamate current and future healthcare professionals and managers by providing key insights into leadership progress and challenges to improve patient care. The journal aspires to inform key decision makers and those professionals with ambitions of leadership and management; it seeks to connect professionals who are engaged in similar endeavours and to provide wisdom from those working in other industries. Senior and trainee doctors, nurses and allied healthcare professionals, medical students, healthcare managers and allied leaders are invited to contribute to this publication
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