Participation in decision-making when designing care programmes and integrated care pathways

Abstract

The need for improved quality in health care has forced health-care organizations worldwide to critically review and improve their current care delivery processes. While some of these projects succeed, there are also a number of projects that fail. One of the factors contributing to their success or failure is willingness to change. That is why a number of redesign methods, including care pathway development, emphasize frontline staff involvement to reduce resistance. One of the mechanisms used in care pathway development to involve staff is the sharing of influence or decision-making between superiors and their subordinates. This mechanism is also known as participatory decision-making (PDM). In this research paper, we have addressed this issue by investigating whether or not increasing PDM by developing care pathways and care programmes leads to increased organizational commitment, trust in management and willingness to change. Our research shows that PDM leads to increased trust in management and organizational commitment. Evidence indicating that PDM indirectly contributes to an increased willingness to change was also found. The outcome of our research suggests that increasing PDM when developing care programmes and care pathways can be an effective method of increasing the chances of success for care pathway development projects.

Consumer's perceptions of Recovery‐oriented mental health services: An Australian case‐study analysis

“…As a consequence of greater levels of consumer involvement in health services planning and delivery, there has also been significant changes in the way mental health services are structured and operated (Roper & Happell, 2007;Meehan et al, 2008). For example, it is now presumed that mental health professionals will work in partnership with consumers, provide a range of treatment options or choices to consumers, share with consumers in decision-making about these treatments options or choices, and collaborate closely with a variety of health and other service providers to ensure consumers receive comprehensive and holistic care (Schauer et al, 2007;Kuijpers et al, 2012).…”

Recovery, non-profit organisations and mental health services: ‘Hit and miss’ or ‘dump and run’?

“…The philosophy of consumer-centred Recovery now frames the delivery of mental health services in Western countries across the globe (Hungerford, 2014). The development of this philosophy has led to considerable change to the way in which clinical services are managed (Kuijpers, Joosten, & de Natris, 2012), as well as a growth in the delivery of community-based psychosocial support services, to meet the diverse needs of consumers (Rosenberg, 2011). This article describes research that explored the perceptions of community workers who are employed by non-profit organisations (NPOs) and deliver community-based psychosocial support services in a large urban centre in south-eastern Australia.…”

Recovery and the Role of Humility: Insights from a Case Study Analysis

“…As already noted, recovery approaches to health care are underpinned by the principle of consumer empowerment and supported through the participation of consumers in the development, planning, implementation, and delivery of health services (Corrigan et al, 2012;Wright & Stickley, 2013). Mental health professionals are now expected to work collaboratively with consumers, providing consumers with a range of treatment options, and sharing in the decision-making about which of these options is best for them (Kuijpers, Joosten, & de Natris, 2012;Schauer, Everett, Del Vecchio, & Anderson, 2007). Currently, governments in a number of Western countries support the implementation of recovery approaches in delivering health care to people with mental illness (see, e.g., Australian Government, 2009;Barker & Buchanan-Barker, 2011;Mental Health Commission of Canada, 2009).…”