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How to involve staff in developing an outcomes-oriented organization.
Behav Healthc Tomorrow. 1998 Jun; 7(3):29-31, 62.BH

Abstract

Outcomes management requires the active participation of clinical staff and/or network providers to succeed. They form the bedrock of the system, since they are the ones who most typically administer the outcomes assessment questionnaires to consumers, encourage them to complete them, and respond to questions and complaints about them. Resistance from clinicians can cause even the most well-designed outcomes management system to fail. Yet with the application of several basic principles, organizations can maximize active participation from its clinicians to operate a dynamic outcomes management system. The authors of this article describe the principles involved, and the action steps necessary to implement them. These principles include: articulate the value of the outcomes management system, involve clinical staff in its design, make it relevant to treatment goals, assure clinicians the system will not be used punitively, show them how it will be used to improve treatment, obtain staff feedback routinely on how the system is working, and demonstrate how the organizational culture from top management down uses the outcomes information to make decisions.

Authors+Show Affiliations

Virginia Department of Mental Health, Mental Retardation and Substance Abuse Services, USA.No affiliation info availableNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

10180301

Citation

Koch, R, et al. "How to Involve Staff in Developing an Outcomes-oriented Organization." Behavioral Healthcare Tomorrow, vol. 7, no. 3, 1998, pp. 29-31, 62.
Koch R, Cairns JM, Brunk M. How to involve staff in developing an outcomes-oriented organization. Behav Healthc Tomorrow. 1998;7(3):29-31, 62.
Koch, R., Cairns, J. M., & Brunk, M. (1998). How to involve staff in developing an outcomes-oriented organization. Behavioral Healthcare Tomorrow, 7(3), 29-31, 62.
Koch R, Cairns JM, Brunk M. How to Involve Staff in Developing an Outcomes-oriented Organization. Behav Healthc Tomorrow. 1998;7(3):29-31, 62. PubMed PMID: 10180301.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - How to involve staff in developing an outcomes-oriented organization. AU - Koch,R, AU - Cairns,J M, AU - Brunk,M, PY - 1998/5/7/pubmed PY - 1998/5/7/medline PY - 1998/5/7/entrez SP - 29-31, 62 JF - Behavioral healthcare tomorrow JO - Behav Healthc Tomorrow VL - 7 IS - 3 N2 - Outcomes management requires the active participation of clinical staff and/or network providers to succeed. They form the bedrock of the system, since they are the ones who most typically administer the outcomes assessment questionnaires to consumers, encourage them to complete them, and respond to questions and complaints about them. Resistance from clinicians can cause even the most well-designed outcomes management system to fail. Yet with the application of several basic principles, organizations can maximize active participation from its clinicians to operate a dynamic outcomes management system. The authors of this article describe the principles involved, and the action steps necessary to implement them. These principles include: articulate the value of the outcomes management system, involve clinical staff in its design, make it relevant to treatment goals, assure clinicians the system will not be used punitively, show them how it will be used to improve treatment, obtain staff feedback routinely on how the system is working, and demonstrate how the organizational culture from top management down uses the outcomes information to make decisions. SN - 1063-8490 UR - https://www.unboundmedicine.com/medline/citation/10180301/How_to_involve_staff_in_developing_an_outcomes_oriented_organization_ DB - PRIME DP - Unbound Medicine ER -