Читать книгу Fundamentals of Person-Centred Healthcare Practice - Группа авторов - Страница 45

Imagine a situation where you are not respected at work, because your relationships with other team members feel ‘unsafe’, the management style is hierarchical and controlling, autonomy is limited and you don't feel you have a ‘voice’ in decision making. How easy would it be for you to provide person‐centred care to service users in that context? We would argue that whilst you might be able to do so intermittently, sustaining your values of person‐centredness would be challenging to your personhood and in the end the care you provide would suffer. Evidence of the relationship between the person‐centredness of teams in healthcare and quality of care provided to service users is increasing (for example, Albers et al. 2018; ACSQHC 2018; Sinah 2017) and initiatives such as ‘Joy in Work’ (www.ihi.org/Topics/Joy‐In‐Work/Pages/default.aspx) have been designed to make explicit the importance of team culture for effective patient care. However, initiatives such as this are not enough to continuously develop healthcare contexts that can sustain excellent person‐centred practice.

In Chapter 3 we will introduce the macro healthcare context and this will be further developed in Chapter 17. This is important as we need to consider the qualities of the staff, the specific characteristics of the healthcare setting and the engagement processes we use to develop a person‐centred culture – the kind of culture where leaders facilitate meaningful engagement between team members so that they experience the conditions that enable them to provide person‐centred care to service users (Cardiff et al. 2018; Lynch et al. 2018). Evidence of the relationship between work environments that lack respect for individual personhood (characterised by staff burnout and staff turnover) and poor outcomes for service users is now well established in the literature (Lyndon 2016; Dyrbye et al. 2017), thus highlighting the need for organisations to commit to the continuous development of person‐centred cultures.