We are living and serving in extraordinary times. Many of us reflect privately or aloud with our colleagues about the incredible ambiguity of what is often referred to as the healthcare system. Unfortunately, our national debate is fixed on ideology caught up in election-time politics. Although, I don’t find the notion of duality to be particularly beneficial in any context, it seems, for the time being, we find ourselves locked in a never-ending battle of Red versus Blue.
The astonishing shifts in healthcare today have incredible impact on our personal and professional lives. How do we navigate the growing ambiguity and uncertainty, which is decidedly stressful, and still find the motivation to serve in a way that is compassionate and with attention on human dignity and quality of life?
Setting aside the polarized macro discussions about the right course of action to lower cost, ensure quality and expand access to patient care, perhaps we can find hope by reflecting on the kinds of change we can make in our own organizations. How well are we working together to combine the knowledge and expertise of professionals in coordinated, team-based patient care? Are we unconsciously or consciously sustaining old paradigms or fundamental beliefs, which no longer fit today? Are we fully awake to the need to develop our talents and skills as life-long learners to neutralize the effects of the half-life of knowledge in a rapidly changing society? Perhaps the ultimate challenge ahead, what active steps are we taking within our organizations to bring forth the Institute of Medicine’s convincing vision of healthcare as a continuous learning system?
We are living and serving in extraordinary times. Many of us reflect privately or aloud with our colleagues about the incredible ambiguity of what is often referred to as the healthcare system. Unfortunately, our national debate is fixed on ideology caught up in election-time politics. Although, I don’t find the notion of duality to be particularly beneficial in any context, it seems, for the time being, we find ourselves locked in a never-ending battle of Red versus Blue.
The astonishing shifts in healthcare today have incredible impact on our personal and professional lives. How do we navigate the growing ambiguity and uncertainty, which is decidedly stressful, and still find the motivation to serve in a way that is compassionate and with attention on human dignity and quality of life?
Setting aside the polarized macro discussions about the right course of action to lower cost, ensure quality and expand access to patient care, perhaps we can find hope by reflecting on the kinds of change we can make in our own organizations. How well are we working together to combine the knowledge and expertise of professionals in coordinated, team-based patient care? Are we unconsciously or consciously sustaining old paradigms or fundamental beliefs, which no longer fit today? Are we fully awake to the need to develop our talents and skills as life-long learners to neutralize the effects of the half-life of knowledge in a rapidly changing society? Perhaps the ultimate challenge ahead, what active steps are we taking within our organizations to bring forth the Institute of Medicine’s convincing vision of healthcare as a continuous learning system?