Rana L.A. Awdish
N Engl J Med 2017; 376:7-9
Originally published January 5, 2017
Here are two excerpts:
How do you build and maintain a culture of shared purpose in the infinitely complex arena of health care? How do you ensure that you engender in employees a dedication and commitment to doing what’s right? Identifying the gaps between the stated mission and values of an institution and its actual delivery of care is critical. As systems, we have to recognize and acknowledge our mistakes, our shortcomings, just as individual physicians do. We need to reflect on times when our care has deviated from what we intended — when we haven’t been who we hoped to be. We have to be transparent and allow the failure to reshape us, to help us reset our intention and mold our future selves.
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In addition, new employees are taught to recognize different forms of suffering: avoidable and unavoidable. Our goal is to find ways to mitigate suffering by responding to the unavoidable kind with empathy and by improving our processes and procedures to avoid inflicting the avoidable kind whenever possible.
The article is here.
