Catalyst of Change: Windber Medical Center - Essay Example
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Extract of sample Catalyst of Change: Windber Medical Center
Constant learning environment and training for the employees, including physicians, was started to create an understanding of the new system and help develop a more empathetic attitude towards the needs and requirements of the patients and their family. It took nearly five years for the center to overcome the resistance of the workforce and transform it into state of the art model holistic care center with the best care.
When Windber hospital was merged into Coneswaugh healthcare System in 1996, the mission of Planetree organization was an important factor that needed to be implemented within the existing system. Planetree relied on the philosophy of patient first and used a holistic approach that takes into account the physical, mental and social aspect of the individuals to treat the diseases. Windber hospital was system based and power was vested in physicians and management. Moreover, drastic changes were also required because the financial audit had predicted its closure within five years if remedial actions were not taken to make it more competitive. Most importantly, patient-centric holistic care had increasingly emerged as one of the most effective approaches to the treatment of diseases with the long-term positive outcome.
Effective healthcare delivery is a hugely important aspect that needs to be redefined in terms of patients’ empowerment with regard to their consent and views about their treatment. The traditional methods of Windber hospital relied on a power play of the physician and management. Moreover, the profit issue linked to longer stay of patients was also deterring factor to embrace new system as shorter patients’ stay could adversely impact hospital compensation. There was, therefore, huge resistance to the new system by the physicians and management who had not only little faith in the empowerment of the patients but also feared their loss of power.
In the paper “Catalyst of Change: Windber Medical Center” the author evaluates the new managerial leadership for introducing new concepts and model of change in the healthcare delivery that was focused on holistic care and empowerment of the patients…
Windber Medical Center was founded at the height of the coal mining industry in Western Pennsylvania by the Berwind White Coal Company to cater for its workers’ medical needs. In line with its prevailing ecosystem, the hospital’s management and staff adopted that era’s culture and engrained it as their way of doing business.
Today, the hospital has a 450 bed JACHO accredited facility; and its size can be expanded to 653 beds in times of a catastrophe. The Brooke Army Medical Center provides ranges of services including ‘general medical and surgical care, 24 hour emergency services, clinical services, adult and pediatric primary care, veterinary care, wellness and prevention services, and environmental health services’ (“US Army”).
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In the past, Heritage Valley Medical Center was a very successful medical facility, serving all its patients with dignity and equality to an extent that both the community and the staff of the facility were completely satisfied with the services.
The physicians would be appropriate as members of the work group because they are in charge of the procedure, together with the nurses they would be better able to explain the issues that are responsible for the unusual length of time each procedure takes.
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The author describes experience of a nurse after 100 hours of training in the Medical/Surgical Unit. The student nurse feels that she has learned so many skills in the care of the trauma step-down patient. The student nurse, with great help from her preceptor, was able to fulfill most of the objectives and goals of the practicum.
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A secondary stakeholder group is the established Physician’s Leadership Group at RRMC. This group now maintained responsibility for deciding strategic direction as shared decision-makers at the organization. These