Impact of Relational Coordination on Quality of Care, Postoperative Pain and Functioning, and Length of Stay

Gittell, Jody Hoffer; Fairfield, Kathleen M.; Bierbaum, Benjamin E.; Head, William C.; Jackson, Robert W.; Kelly, Michael C.; Laskin, Richard S.; Lipson, Stephen J.; Siliski, John M.; Thornhill, Thomas S.; Zuckerman, Joseph D.

doi:10.1097/00005650-200008000-00005

Cited by 550 publications

(478 citation statements)

References 20 publications

Supporting

Mentioning

462

Contrasting

Unclassified

Order By: Relevance

“…Social network theory provides a framework for understanding the team's interactions around the patient [3,4]. There are seven key observable behaviors that characterize effective relational coordination, focusing on the quality of communication (timely, frequent, accurate, and effective in problem solving) and role relationships (having shared goals, shared knowledge, and mutual respect) [5,6]. Translating these principles into practice may be more difficult for a patient's diagnostic journey than in treatment settings, where the pathways are more clear-cut, and many patients with a given diagnosis share the same management approach.…”

Section: The Patientmentioning

confidence: 99%

“…These patients were also less likely to seek emergency room care or be hospitalized. Similarly, engaged patients have better surgical outcomes [5]. The National Patient Safety Foundation Report, "Nothing about Me without Me" is a call to action for health care organizations to involve patients and families in both the health care process and in patient safety programs [8].…”

Section: The Patientmentioning

confidence: 99%

See 1 more Smart Citation

The new diagnostic team

et al. 2017

View full text Add to dashboard Cite

Abstract:The National Academy of Medicine (NAM) in the recently issued report Improving Diagnosis in Health Care outlined eight major recommendations to improve the quality and safety of diagnosis. The #1 recommendation was to improve teamwork in the diagnostic process. This is a major departure from the classical approach, where the physician is solely responsible for diagnosis. In the new, patient-centric vision, the core team encompasses the patient, the physician and the associated nursing staff, with each playing an active role in the process. The expanded diagnostic team includes pathologists, radiologists, allied health professionals, medical librarians, and others. We review the roles that each of these team members will need to assume, and suggest "first steps" that each new team member can take to achieve this new dynamic.

show abstract

Section: The Patientmentioning

confidence: 99%

Section: The Patientmentioning

confidence: 99%

The new diagnostic team

et al. 2017

View full text Add to dashboard Cite

show abstract

“…35 The theory postulates that effective communication, shared goals and knowledge, and mutual respect within organizations link tightly to quality and efficiency. [35][36][37] We collected relevant local data on communication patterns and barriers. Then we used the results of a systematic review of PC-MH communication 7 and local data to develop and initiate strategies for improvement.…”

Section: Methodsmentioning

confidence: 99%

The Anatomy of Primary Care and Mental Health Clinician Communication: A Quality Improvement Case Study

et al. 2014

View full text Add to dashboard Cite

BACKGROUND:The high prevalence of comorbid physical and mental illnesses among veterans is well known. Therefore, ensuring effective communication between primary care (PC) and mental health (MH) clinicians in the Veterans Affairs (VA) health care system is essential. The VA's Patient Aligned Care Teams (PACT) initiative has further raised awareness of the need for communication between PC and MH. Improving such communication, however, has proven challenging. OBJECTIVE: To qualitatively understand barriers to PC-MH communication in an academic communitybased clinic by using continuous quality improvement (CQI) tools and then initiate a change strategy. DESIGN, PARTICIPANTS, AND APPROACH: An interdisciplinary quality improvement (QI) work group composed of 11 on-site PC and MH providers, administrators, and researchers identified communication barriers and facilitators using fishbone diagrams and process flow maps. The work group then verified and provided context for the diagram and flow maps through medical record review (32 patients who received both PC and MH care), interviews (6 stakeholders), and reports from four previously completed focus groups. Based on these findings and a previous systematic review of interventions to improve interspecialty communication, the team initiated plans for improvement. KEY RESULTS: Key communication barriers included lack of effective standardized communication processes, practice style differences, and inadequate PC training in MH. Clinicians often accessed advice or formal consultation based on pre-existing across-discipline personal relationships. The work group identified collocated collaborative care, joint care planning, and joint case conferences as feasible, evidence-based interventions for improving communication. CONCLUSIONS: CQI tools enabled providers to systematically assess local communication barriers and facilitators and engaged stakeholders in developing possible solutions. A locally tailored CQI process focusing on communication helped initiate change strategies and ongoing improvement efforts.KEY WORDS: primary care; mental health; communication; quality improvement; ambulatory care; primary care redesign.

show abstract

“…Gittell et al 13 showed the more co-ordination among different teams of an organisation, the better their reputation. Coordination has been shown to improve both quality of care and performance.…”

Section: Relational Coordinationmentioning

confidence: 99%

“…Coordination has been shown to improve both quality of care and performance. 13 Several of the interviewed patients strongly believed that coordination of healthcare services influenced their perception of quality of care and reputation of the profession.…”

Section: Relational Coordinationmentioning

confidence: 99%