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Catalyst of Change: Windber Medical Center - Essay Example

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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…
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Catalyst of Change: Windber Medical Center
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Catalyst of Change: Windber Medical Center

Download file to see previous pages... 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.
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