tag:blogger.com,1999:blog-2474975065847025262024-03-29T04:29:24.996+01:00find-out: remenadescobreixllegeixeulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.comBlogger133125tag:blogger.com,1999:blog-247497506584702526.post-41263758402034148442024-03-24T14:18:00.006+01:002024-03-24T18:40:16.989+01:00CEO Life Cycle<div class="separator" style="clear: both; text-align: left;"><div class="separator" style="clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtRg78CEhYPwGejVYHTG8UeX9NqqpgUdt_8kyE-zKBayQkgc3Nq-rsEFRU1AigP43PGKgOGOyy5hxR0cBNoM9UaODi1DpW20Tq1-gMcq48g-yQPDVbtVcsJrsErTvU8PwAHs-AHlP9b0ebzCKWSA0Fe2qdNqDMozuN4oBf6FkwPChUfqnNbmk4ZlBylg8/s1414/6_monstres_ingres_hipocresia.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1414" data-original-width="1016" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtRg78CEhYPwGejVYHTG8UeX9NqqpgUdt_8kyE-zKBayQkgc3Nq-rsEFRU1AigP43PGKgOGOyy5hxR0cBNoM9UaODi1DpW20Tq1-gMcq48g-yQPDVbtVcsJrsErTvU8PwAHs-AHlP9b0ebzCKWSA0Fe2qdNqDMozuN4oBf6FkwPChUfqnNbmk4ZlBylg8/w288-h400/6_monstres_ingres_hipocresia.jpg" width="288" /></a></div><br /><div class="separator" style="clear: both; text-align: justify;"><span style="text-align: left;">No leadership position has a greater impact on an organization’s success than the CEO. Very little data exists on how CEOs tend to perform over time; CEOs, often fill the knowledge vacuum with anecdotes, assumptions, and rules of thumb.</span></div></div><div><br />When someone asks CEOs about the ideal tenure for the role, many mention seven-year average. They often argue that it takes minimum five years for a CEO to make a difference in their organization, to change things.</div><div><br /></div><div>But the reality specially in the public companies is much shorter than that. The average tenure for the C-suite executives in public sector, in general, is 4.6 years. In the English NHS the average is 3.8 years. We have no data from Spain niether from the Catalan Health Service. </div><div><br /></div><div><b>CEOs in the NHS system have short tenure. </b></div><div><div><div><div> </div></div></div><div>To better understand the typical
course of value creation over a leader’s
tenure, <a href="https://www.spencerstuart.com/" target="_blank">Spencer Stuart</a> launched what they call
they<b> CEO Life Cycle Project</b></div><div><b><br /></b></div><div><b>Article: <a href="https://www.spencerstuart.com/-/media/2019/hbr-ceo-lifecycle/hbr_ceo_lifecycle_spencerstuart.pdf" target="_blank">The CEO life-cycle</a></b></div><div><br /></div>The study reveals a surprising pattern of headwinds and tailwinds that CEOs are likely to face during their years in the role and upends some common views about CEO tenure and value creation. For example, it suggests that some boards part ways with a strong CEO too early after a predictable and often temporary performance slump, while others tolerate a mediocre performer for too long.<div><br /></div><div>Rarely do any two CEO tenures
look alike. Each leader is on his or her
own journey and faces very specific
circumstances. Still, by comparing CEO
performance on the basis of years in
office rather than calendar years, and
by viewing a composite of individual
journeys, they have identified five distinct
stages of value creation that many CEOs
will experience during their tenure</div><div><ul style="text-align: left;"><li>Year 1: The Honeymoon</li><li>Year 2: The Sophomore Slump</li><li>Years 3 to 5: The Recovery</li><li>Years 6 to 10: The Complacency Trap</li><li>Years 11 to 15: The Golden Years</li></ul></div></div><div>CEOs in the NHS are underpressure by their politicians who have come adept at exerting outsize influence and keeping directors on their toes.The CEO life cycle gives executives, members of the boards and also politicians a common language about potential risks and opportunities at each stage. It can help boards view performance in a larger context and avoid overreacting in moments of doubt "like a political election" —or tolerating mediocrity for too long. It can also help to identify an optimal moment for the leader to step down (if he can).<div><span style="font-size: x-small;"><br /></span></div><div><span style="font-size: x-small;">Photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Els Monstres d'Ingres. La hipocresia </span><div><div><div style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;"><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div><div><br /></div></div></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-79273202408495981832024-02-11T19:06:00.013+01:002024-02-12T09:15:24.367+01:00Teamwork in healthcare: a systematic review <div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg26g575KyMbyjcoc3UbpuB2vB0SzFGv8qi-tyfa0Cw2pf81qnuNE5URFuVLwJVZgPP_DOarYWAVaHShNqzBkJ0gAhGHSCGNkvpuw51cTRyjm4vBtwUEF7Q341Cmr_e9dcAi27XsNMAOCUG7yBksc0JelicKS-7rK69zuAtqPYffS2zLRbxhGMnrXqdmlE/s679/estudi_geometria_injusticia_12_25_x_25.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="659" data-original-width="679" height="311" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg26g575KyMbyjcoc3UbpuB2vB0SzFGv8qi-tyfa0Cw2pf81qnuNE5URFuVLwJVZgPP_DOarYWAVaHShNqzBkJ0gAhGHSCGNkvpuw51cTRyjm4vBtwUEF7Q341Cmr_e9dcAi27XsNMAOCUG7yBksc0JelicKS-7rK69zuAtqPYffS2zLRbxhGMnrXqdmlE/s320/estudi_geometria_injusticia_12_25_x_25.jpg" width="320" /></a></div><div><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />Healthcare and human services increasingly rely on teams of individuals to deliver services. Implementation of evidence-based practices and other innovations in these settings requires teams to work together to change processes and behaviors. Accordingly, team functioning may be a key determinant of implementation outcomes. Understanding how team functioning influences implementation outcomes will contribute to our understanding of team-level barriers and facilitators of change.</div><div><br />This article is a systematic review examining associations between team functioning and implementation outcomes in healthcare and human service settings. <br /><br />Affective, behavioral, and cognitive aspects of team functioning are likely to affect the ways in which teams respond to change efforts and therefore impact implementation outcomes. Better team functioning (e.g., high cohesion, effective communication) will be associated with better implementation outcomes, while problems in team functioning (e.g., poor conflict resolution, low trust) will negatively impact implementation outcomes.<div><br /></div><div>Access <a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8236140/" target="_blank">Article</a></div></div><div><br /></div>McGuier, E.A., Kolko, D.J., Klem, M.L. et al. Team functioning and implementation of innovations in healthcare and human service settings: a systematic review protocol. Syst Rev 10, 189 (2021). https://doi.org/10.1186/s13643-021-01747-w<div><br /></div><div>Additional paper </div><div>Access <a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10387676/" target="_blank">Article</a></div><div><br /></div>McGuier EA, Kolko DJ, Stadnick NA, Brookman-Frazee L, Wolk CB, Yuan CT, Burke CS, Aarons GA. Advancing research on teams and team effectiveness in implementation science: An application of the Exploration, Preparation, Implementation, Sustainment (EPIS) framework. Implement Res Pract. 2023 Jul 27;4:26334895231190855. doi: 10.1177/26334895231190855. PMID: 37790168; PMCID: PMC10387676.<br /><div><div><br /></div><div><span style="font-size: x-small;">Photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Estudi Geometria de la Injustícia 12</span><div><div><div style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;"><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div><div><br /></div></div></div><div><br /></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com1tag:blogger.com,1999:blog-247497506584702526.post-61932807043365650472023-09-28T19:02:00.000+02:002023-09-28T19:02:01.521+02:00Back to basics. Victor Fuchs (1924-2023)<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjxgSrjw28QoPwdny0mNj1kAef8ZipGzI9iOQ3Pf1ULE2qk42p_mB_3Z2jtuBW0z8t07PZj-M6PNU2FWP0XRQdCJoEaKthr0iOSVZTb1VHT8Zn0aHdlppxpM4KkOY5GWbhGzu6_6QBtPNgy25sb83rFx_4wAukODBgCG2nSC8sXLKNC8KBwwyZ5lDQm1Ms/s1152/Fuchs-1152x578.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="578" data-original-width="1152" height="161" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjxgSrjw28QoPwdny0mNj1kAef8ZipGzI9iOQ3Pf1ULE2qk42p_mB_3Z2jtuBW0z8t07PZj-M6PNU2FWP0XRQdCJoEaKthr0iOSVZTb1VHT8Zn0aHdlppxpM4KkOY5GWbhGzu6_6QBtPNgy25sb83rFx_4wAukODBgCG2nSC8sXLKNC8KBwwyZ5lDQm1Ms/s320/Fuchs-1152x578.jpg" width="320" /></a></div><br /><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br /></div><div><br />Victor Fuchs was the Henry J. Kaiser, Jr., Professor of Economics and of Health Research and Policy, emeritus in Standford University.<br /><br />He used economic theory to provide a framework for the collection and analysis of healthcare data. He wrote extensively on the cost of medical care and on determinants of health, with an emphasis on the role of socioeconomic factors. He spent more than five decades diagnosing the ills of the American health system, specially the health costs per capita: "<b>The highest in the world"</b>. He also was particularly interested in the role of physician behavior and financial incentives in determining healthcare expenditures.</div><br />He was described as the <b>dean of American health economists, </b><br /><div><p><a href="https://siepr.stanford.edu/news/victor-fuchs-pioneer-health-care-economics-has-died" target="_blank">Standford obituary</a></p><p><a href="https://fsi9-prod.s3.us-west-1.amazonaws.com/s3fs-public/staff/2084/Victor_Fuchs-CV.pdf" target="_blank">Victor_Fuchs-CV (pdf)</a></p><span style="font-size: x-small;">Photo by Becky Bach</span><div><div style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;"><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-57594409491473413342023-08-01T18:13:00.004+02:002023-08-02T11:29:22.885+02:00Leadership skills necessary to improve coordination across primary, community, social and hospital services <div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvwrC1-MqseWqK6ZcIPUMvW6XmRj2vt4DGcH6M9gla_sh0tb1Yph8j67s0Oe573KMNQLcpbHpPZYpiQClZOOMI3KxJaJYBchDJ5fZZBgSlrUpWcFmThBGf7qbZ2SRAElqvBgYcE5DqDvThZVRoUzzarBO7tVSb9CP50LsVZjvpXWM9xcqwUF-I9CUz774/s1117/Homenatge_Toni_Catany_retrat%20de%20fam%C3%ADlia_70x100_paper_vern%C3%ADs%20a%20l_aigua_BR.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="756" data-original-width="1117" height="217" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvwrC1-MqseWqK6ZcIPUMvW6XmRj2vt4DGcH6M9gla_sh0tb1Yph8j67s0Oe573KMNQLcpbHpPZYpiQClZOOMI3KxJaJYBchDJ5fZZBgSlrUpWcFmThBGf7qbZ2SRAElqvBgYcE5DqDvThZVRoUzzarBO7tVSb9CP50LsVZjvpXWM9xcqwUF-I9CUz774/s320/Homenatge_Toni_Catany_retrat%20de%20fam%C3%ADlia_70x100_paper_vern%C3%ADs%20a%20l_aigua_BR.jpg" width="320" /></a></div><br /><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p>The health needs of the population are changing, and many people need more co-ordinated care across primary, community, social and hospital services. More co-ordinated care requires organisations and staff to collaborate well across organisational and professional boundaries.</p><br /><div>Effective working across organisations means adopting new practices to navigate challenges such as conflicting organisational goals, competing institutional norms and rules, and any perceived loss of power or resource.<div><br /></div><div>The report conducted by <a href="https://www.kingsfund.org.uk/" target="_blank">Kings Fund</a> draws on interview and survey data from senior leaders working in integrated care boards, NHS providers, local government and the voluntary, community and social enterprise sector, and shares insights and evidence about how to collaborate well.</div><div><br /></div><div>The research shows health and care leaders at all levels have a critical role in modelling and rewarding collaborative behaviours but this is insufficient on its own. Leaders also need to pay attention to six leadership practices if they want to build a stronger collaborative ethos.</div><div><ol style="text-align: left;"><li><b>Creating a safe</b>, <b>inclusive and trusting environment</b> in which everyone can contribute
fully – leaders need to look at problems from perspectives beyond their own. This
means leaders need to be open and trusting, to connect with others and create
different spaces in which people feel safe to contribute and be heard; to listen to and
value others’ contributions and ensure others do the same. </li><li><b>Building healthy relationships </b>– this requires sustained effort but adopting a
more relational way of working based on humility, respect and trust strengthens
connections between organisations and individuals leading to increased staff
engagement and more co-ordinated services.</li><li><b>Developing a shared purpose and shared group identity</b>. It is important to clearly
set out the shared purpose around why organisations or/and professional groups
are working together and create a shared group identity to promote engagement
across the collaboration and to address any power differentials</li><li><b>Actively managing any power dynamics</b> – so no organisation or professional
group dominates. Introducing processes that create a more open and participatory
environment can also be useful to enable individuals to think differently. </li><li><b>Surfacing and managing any conflict </b>– in collaborations you are working with
different views and ideas, sometimes these will turn into conflict. It is important
to approach any conflict with an open and curious mind, rather than turning
away from it. </li><li><b>Developing shared decision-making processes</b> – designing transparent processes
that enable all key organisations or groups to contribute to a decision produces
a range of benefits, although it takes longer. Benefits include greater ownership
over the decisions adopted and strengthening trust across a collaborating group.</li></ol></div><div>This style of working is hard especially in a resource-constrained environment. The report recommend leaders give greater attention to designing more participatory processes and developing the collaborative skills of other groups of staff. Also recommend leaders extend the practice of collaborative leadership to work with a broader range of local organisations as well as local communities.</div><div><br /></div><div>Access: <a href="https://www.kingsfund.org.uk/sites/default/files/2023-07/The_practice_of_collaborative_leadership.pdf" target="_blank">Article (pdf)</a></div><div><br /></div><div><span style="font-size: x-small;">Photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Retrat de família. Homenatge a Toni Catany</span><div><div><div style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;"><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div><div><br /></div></div></div><div><br /></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-36791207737112927882023-04-22T13:20:00.006+02:002023-04-24T17:25:23.507+02:00Strengthening primary care in Europe: How to increase the attractiveness of primary care for medical students and primary care physicians?<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi12C6f7i0AQmP_YPZVwyMQhPO8NGu7DVP289q_3y63LD-WUMgZtebGBzKWYQ6gQH0WGjInuF9KZrNOFt9tr3v251qr6po4ssmsUhG3JwxDMS_XT8kyhZDUwUFg4IKm6PgBd-SxtFdbdXidzpPwn2zbQHjq7tSoVzThVgrp0mPxzu9CqgSbslUSoXEN/s1440/Refugi%203%2042x30cm.JPG" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1080" data-original-width="1440" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi12C6f7i0AQmP_YPZVwyMQhPO8NGu7DVP289q_3y63LD-WUMgZtebGBzKWYQ6gQH0WGjInuF9KZrNOFt9tr3v251qr6po4ssmsUhG3JwxDMS_XT8kyhZDUwUFg4IKm6PgBd-SxtFdbdXidzpPwn2zbQHjq7tSoVzThVgrp0mPxzu9CqgSbslUSoXEN/s320/Refugi%203%2042x30cm.JPG" width="320" /></a></div><br /><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><div><br /></div>The key messages of this policy brief published by the <a href="https://eurohealthobservatory.who.int/home" target="_blank">European Observatory on Health Systems and Policies</a> are as follows:<br /><ol style="text-align: left;"><li>The imperative of strengthening primary health care (PHC) has been widely acknowledged, yet many countries in Europe struggle with shortages and geographical maldistribution of general practitioners (GPs).</li><li>One of the root causes for these challenges is the perception among medical students and doctors that PHC is not an ‘attractive’ career option. In most contexts this is reinforced by substantial pay differentials and perceived low status between GPs and specialists.</li><li>Evidence on effective strategies to improve attractiveness of PHC is somewhat patchy, but a number of effective interventions covering medical education, working conditions, PHC models and workforce planning may nevertheless be distilled.</li><li>There is also some evidence on strategies that can help draw GPs to rural and remote areas. They cover various stages of professional life of a GP and usually aim to improve the work-life balance and reduce professional isolation.</li><li>On the whole, strengthening PHC will require a multifaceted strategy that employs a range of measures and targets not only medical students and physicians, but also nurses and other PHC professions, patients and the general public.</li><li>Crafting such a strategy will require a very good understanding of the local context and a much better understanding of the effectiveness of various interventions as the evidence for most of them is currently either patchy or absent.</li></ol>Note that this policy brief presents the results of a literature review conducted in 2018-2019 before the COVID19 crises.<br /><br />Acces: <a href="https://eurohealthobservatory.who.int/publications/i/strengthening-primary-care-in-europe-how-to-increase-the-attractiveness-of-primary-care-for-medical-students-and-primary-care-physicians" target="_blank">Policy brief 55 march 2023</a><div><br /><span style="font-size: x-small;">Photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Refugi 3</span><div><div><div style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;"><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div><div><br /></div></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-59338517909925087632023-03-21T19:36:00.002+01:002023-03-21T19:39:25.242+01:00Organizational change <div class="separator" style="clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhd7Q7YgdLtO34o5bXYDD827yAZa_qK2tQDnze6GLuwN_XbzUGqVaNaut7790IsCMcbehS28yQQstI063a6v0nNOYEz1tjZVYnFG57hYcOpPZxdqKwjVJWPsqnCUjtG5SazOyHMZ2H0ajWyXxTMS1v1qmCxMHbFLwzZgqKz7pk1JkbIkpjkKQXCNhtV/s1106/homentatge_toni_catany_final_70x50l.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1106" data-original-width="884" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhd7Q7YgdLtO34o5bXYDD827yAZa_qK2tQDnze6GLuwN_XbzUGqVaNaut7790IsCMcbehS28yQQstI063a6v0nNOYEz1tjZVYnFG57hYcOpPZxdqKwjVJWPsqnCUjtG5SazOyHMZ2H0ajWyXxTMS1v1qmCxMHbFLwzZgqKz7pk1JkbIkpjkKQXCNhtV/s320/homentatge_toni_catany_final_70x50l.jpg" width="256" /></a></div><br />This research by <a href="https://www.linkedin.com/in/noorajansson?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_contact_details%3BOG2WoSRpSt6VYRD6zs%2FRtg%3D%3D" target="_blank">Noora Jansson</a> from <a href="https://ouluhealth.fi/" target="_blank">ouluhealth</a> scrutinizes organizational change by combining discourse and practice approaches. A case study at a public university hospital is conducted with a narrative analysis method.<br /><br />The key finding of this research is that discursive practices are involved in organizational change through discourse phronesis. Discourse phronesis is a socially and contextually developed phenomenon, and hence discursive practices are particular within context. The case study revealed four particular discursive practices as examples of discourse phronesis: <b>field practices, mandate practices, priority practices and word practices.</b><br /><br />The results of this research advance awareness of the concealed power within discursive practices and, more importantly, invite practitioners to pursue the intellectual virtue of discourse phronesis while implementing organizational change. Discourse phronesis may be utilized as a gateway to advance change goals and to translate various discourses and actions that otherwise might remain unexplained.<br /><br /><div><a href="https://www.researchgate.net/publication/276793261_Discourse_phronesis_in_organizational_change_A_narrative_analysis" target="_blank">Download Article full text (pdf)</a><br /><br />This post was inspired by an article published in a newspaper by <a href="https://xaviermarcet.com/" target="_blank">Xavier Marcet </a> about the complexity to undergo a transition or change in an organization. <div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj85et9z4ZHzBGVpZXo1KylUW4pXy0dpdctdjnqSXabCNOwY_l7B7MMt6Tl-8C-nZBScUQU2iMVt4zc_UdRPoFk2Qy_yH6YRp9F9Xn-IMe-9CBJC8dw28WVUuDa7NNpuDCQXYfTg9reDx1cl5FyDWe4scUQdasFfvmzehqdSAcGX3L0zZiBejM2OZf6/s1965/FrkC2nxWIAMBBnp.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1965" data-original-width="1009" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj85et9z4ZHzBGVpZXo1KylUW4pXy0dpdctdjnqSXabCNOwY_l7B7MMt6Tl-8C-nZBScUQU2iMVt4zc_UdRPoFk2Qy_yH6YRp9F9Xn-IMe-9CBJC8dw28WVUuDa7NNpuDCQXYfTg9reDx1cl5FyDWe4scUQdasFfvmzehqdSAcGX3L0zZiBejM2OZf6/s320/FrkC2nxWIAMBBnp.jpg" width="164" /></a></div><br /><br /><div><span face="Arial, Tahoma, Helvetica, FreeSans, sans-serif" style="background-color: white; color: #444444; font-size: x-small;">Photo <a href="http://jordisoldevila.com/" style="color: #ee8e05; text-decoration-line: none;" target="_blank">Jordi Soldevila</a>. Homenatge a Toni Catany Final</span><br style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;" /><div style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;"><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div><div><br /></div></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-28746519027269757182023-02-19T18:39:00.004+01:002023-02-19T18:39:47.777+01:00Health Care 2030: the transition from hospital-based systems to primary care, community, and social care–based systems.<div><br /></div><div class="separator" style="clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh0efI6OPzgYDas1BujJpiZxW-mjYevi-dMtAYdzL62mc4bN0Z1Sm-ZgbLCdRGv4hemEqxZEMK48Ti0mdeTrZQAa_nUGWQE-eZX1X5tK-mp3QOrQlPzWrEAOO8HPzfucr7rGeysXC-_DUHhQxLQiTTzgoygaaQfoP2MRQERwJcrCAFQqq6rv8bcX-99/s842/homenatge_Toni_Catany_austeritat_V_0.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="842" data-original-width="600" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh0efI6OPzgYDas1BujJpiZxW-mjYevi-dMtAYdzL62mc4bN0Z1Sm-ZgbLCdRGv4hemEqxZEMK48Ti0mdeTrZQAa_nUGWQE-eZX1X5tK-mp3QOrQlPzWrEAOO8HPzfucr7rGeysXC-_DUHhQxLQiTTzgoygaaQfoP2MRQERwJcrCAFQqq6rv8bcX-99/s320/homenatge_Toni_Catany_austeritat_V_0.jpg" width="228" /></a></div><br /><div><b><a href="https://catalyst.nejm.org/doi/pdf/10.1056/CAT.20.0569" target="_blank">Health Care 2030: The Coming Transformation </a>(2021) by Eyal Zimlichman, Wendy Nicklin, Rajesh Aggarwal, and David W. Bates</b></div><div><br /></div><div>The problems in our health care systems include subpar quality and patient safety, a misplaced focus on acute care rather than on prevention and population health, inadequate person centeredness, and unsustainable cost. <br /><br /></div><div>The next decade will see considerable transformation in how health systems are designed, propelled by opportunities such as digital health, growing consumerism, and mounting financial constraints. <br /><br />The Covid-19 pandemic has also necessitated and accelerated significant transformations. <br /><br />The authors discuss gaps and barriers in the current design of health and health systems, and the needed escalation of transformation including transition from hospital-based systems to primary care, community, and social care–based systems. <br /><br />They also assess the future evolution of payment systems leading toward sustainable health, changes in provider roles, and the entrance of new nontraditional players</div><div><br /></div><div><span face="Arial, Tahoma, Helvetica, FreeSans, sans-serif" style="background-color: white; color: #444444; font-size: x-small;">Photo <a href="http://jordisoldevila.com/" style="color: #ee8e05; text-decoration-line: none;" target="_blank">Jordi Soldevila</a>. Homenatge a Toni Catany Austeritat</span><br style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;" /><div style="background-color: white; color: #444444; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15.4px;"><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div><div><br /></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-75407737770613552282023-01-02T19:05:00.003+01:002023-01-02T19:29:15.851+01:00Health is wealth? Can we substitute UK by Catalonia or Spain? <div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2ZBZ2k1Uq-GUh2lo3E9a27bzlazKc-v2QDfKpblLMNXQT27wWw_b8gLsx1ntJyFhTI5UHFo1CmTu4gGcnNZxM_GtfWinVK_Bc1tmbioXxPvwwL5Pg4CbLAOt022459GRe76kTmVJEikRE35_y8yvbcZK6swMcMe7LrbnWDQ9ZiXjqRXcswirRGMZ4/s4476/09_l_hivern_els_monstres_ingres_42x29,7_280g.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="4476" data-original-width="3216" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2ZBZ2k1Uq-GUh2lo3E9a27bzlazKc-v2QDfKpblLMNXQT27wWw_b8gLsx1ntJyFhTI5UHFo1CmTu4gGcnNZxM_GtfWinVK_Bc1tmbioXxPvwwL5Pg4CbLAOt022459GRe76kTmVJEikRE35_y8yvbcZK6swMcMe7LrbnWDQ9ZiXjqRXcswirRGMZ4/s320/09_l_hivern_els_monstres_ingres_42x29,7_280g.jpg" width="230" /></a></div><div><br /></div><div><br /></div><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><div><a href="https://www.thersa.org/about/our-people/rsa-team/andy-haldane" target="_blank">Andrew Haldane</a>, Chief Executive of the <a href="https://www.thersa.org/" target="_blank">RSA</a> and former Chief Economist at the Bank of England, was invited by the <a href="https://www.health.org.uk/what-we-do/real-centre" target="_blank">REAL Centre</a> to deliver the 2022 REAL Challenge lecture to generate fresh ideas and debate.<br /><br /><b><i>Health is wealth?</i></b> explores why health is best seen as a societal asset before outlining some of the ways in which the resilience of health outcomes and systems might be strengthened for the benefit of all.<br /><br />The UK continues to feel the consequences of the COVID-19 pandemic, both through its impact on the nation’s health, as well as the prolonged impact on the UK economy. The lecturer drew lessons from the pandemic and argued for a more holistic economic growth strategy where health and wealth are inextricably linked.<br /><br />He believes... "the UK is suffering from a weakened, and weakening, societal immune system. As with biological immune systems, this is constraining both our capacity to grow and our resistance to shocks. A weak societal immune system explains why the UK has suffered anaemic growth, has been more prone to shocks and why it has had longer subsequent periods of convalescence than elsewhere – and than in the past. This weakened societal immune system in turn reflects a prolonged period of underinvestment in the sub-systems we rely on for growth and strength: from education and health care to housing and communities, to skills and innovation. <br /><br />Rebuilding the resilience of these sub-systems holds the key to a strengthened societal immune system overall and, with it, improved growth, greater shock resistance and higher wellbeing for individuals. As society’s sub-systems are tightly coupled, each needs to be strengthened to secure system-wide success. The UK’s health system’s lack of resilience has contributed to the UK’s weakened immune system. But without a strengthening of other economic and social systems this, while necessary, will by itself be insufficient to strengthen society’s immune system".<br /><br />How this resilience might be bolstered? He proposes a set of directions of travel for policy debate.<br /><ul style="text-align: left;"><li>Mesurement</li><li>Stress testing</li><li>Devolution</li><li>Policy integration</li><li>Placemaking</li><li>Food standards</li><li>Education</li><li>Business</li><li>Fiscal finance</li><li>The social safety net</li></ul><a href="https://www.health.org.uk/sites/default/files/upload/publications/2022/Health%20is%20wealth_WEB.pdf" target="_blank">Article (pdf)</a> <br /><a href="https://www.health.org.uk/about-the-health-foundation/get-involved/events/health-is-wealth" target="_blank">Slides and Video</a><br /><br /><br /><span style="font-size: x-small;">Photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Els Monstres d'Ingres. L'hivern </span><br /><div><div><div><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-77408055438488550192022-12-21T13:24:00.000+01:002022-12-21T13:24:05.892+01:00Merry christmas and happy new year 2023<p> <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVY5clk9m20MepIXQY21JIrbOpanqsq4vkewyC3ZvLueneM7rgM1Jn8x5Ja6rIM1HlnXVcv2-JhQjqZIe4LyU-Rw_HhggoEnf1PINjdVji2Xswch4E8ybSsWpwRGqZcV1KOKfkxxIOd590vlINau145dQB5mQjfnBaFO5CXTc2nUjGdQbWrTic6M2m/s1600/Nadala_JSS_2022_pintura.jpg" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="851" data-original-width="1600" height="340" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVY5clk9m20MepIXQY21JIrbOpanqsq4vkewyC3ZvLueneM7rgM1Jn8x5Ja6rIM1HlnXVcv2-JhQjqZIe4LyU-Rw_HhggoEnf1PINjdVji2Xswch4E8ybSsWpwRGqZcV1KOKfkxxIOd590vlINau145dQB5mQjfnBaFO5CXTc2nUjGdQbWrTic6M2m/w640-h340/Nadala_JSS_2022_pintura.jpg" width="640" /></a></p><div><span style="font-size: x-small;">Photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. </span></div><div><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-63146556533680040422022-11-14T09:52:00.005+01:002022-11-23T13:04:17.610+01:00Generational conflict: what works for one generation will not work for all generations<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiGHJKqnHmBgOgGgy6gxd1uN_tFqhhfqx5NF33wxEnUQDgIqY3VpLfGT-YwMYFvmyDrJ-mDKIcr3xiOIpQz3fQ2XbDwQGxmB5UQdJJMOFDnqY_kRHUYs_jtTgHbWmfNnotRAEKIqguurUkIfKuNsQkTnc-l4dqmLFhq0DGsUI-LqV1f9byMVGKoyGO2/s270/macules-barcelona-contelacio-blava-3.jpg"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiGHJKqnHmBgOgGgy6gxd1uN_tFqhhfqx5NF33wxEnUQDgIqY3VpLfGT-YwMYFvmyDrJ-mDKIcr3xiOIpQz3fQ2XbDwQGxmB5UQdJJMOFDnqY_kRHUYs_jtTgHbWmfNnotRAEKIqguurUkIfKuNsQkTnc-l4dqmLFhq0DGsUI-LqV1f9byMVGKoyGO2/s1600/macules-barcelona-contelacio-blava-3.jpg" /></a><div><br /></div><div><b>A Study of Generational Conflicts in the Workplace. Steven H. Appelbaum, Anuj Bhardwaj, Mitchell Goodyear, Ting Gong, Aravindhan Balasubramanian Sudha, and Phil Wei (2022)</b> <a href="https://www.concordia.ca/jmsb.html" target="_blank">Concordia University, Montreal, Quebec, Canada.</a></div><div><br /></div><div><a href="https://www.ejbmr.org/index.php/ejbmr/article/view/1311/698" target="_blank">Access Article (pdf)</a></div><div><br /></div><div>This article reviews research around generational differences and examines the causality between these differences and conflicts usually happening at the workplace. <div><br /></div><div>The conflicts can be defined as </div><div><ul style="text-align: left;"><li>Value-based: Each generation has different views and work values that motivates them </li><li>Behaviour-based: </li><ul><li>conflict comes from how each generation communicates. Research has shown that different generations do not communicate with each other</li><li>conflict comes from the differences in the expectation of feedback. Gen Y requires constant feedbak on their work</li></ul><li>Identity-based.</li><ul><li>conflict arises when differences exist between the ways one generation sees their own identities and the identities of other generations</li><li>conflict originates form the general sense of wanting to belonging to a group of by comparing themselves to other groups.</li></ul></ul></div><div>These generational differences also affect managers’ strategies when dealing with conflicts at work. Morton Deutsch’s theory of cooperation and competition is often used for organisations to understand the nature of conflicts, and the Conflict Process Model can be used to examine how conflicts can evolve. </div><div><br /></div><div>Studies show that once a generational conflict is identified and understood, organizations can mitigate and resolve the conflict by developing mentorship between the parties involved to embrace generational diversity. Various components of the HR activities should also be altered to adapt generational differences for an organization to attract and retain talents. However, some studies raised debate about the causality between generations and behavioural characteristics at work and argued the necessity of managing conflicts caused by generational differences, raising concerns that attributing conflicts to generational differences potentially oversimplifies the problems.</div><div><div><span style="font-size: x-small;"><br /></span></div><div><span style="font-size: x-small;">photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Màcules de Barcelona. Constel.lació blava</span></div><div><span style="color: #ffa400;">________________________________________________</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">_</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">____</span><span style="color: #ffa400;">__</span><span style="color: #ffa400;">___</span><span style="color: #ffa400;">______</span></div></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-51001091855133026872022-09-18T13:19:00.001+02:002022-09-18T13:20:25.920+02:00The state of science in Catalonia<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVk3RaeZ7OcvCouXhp-i3E4uMeFRJ6jOCJ1sUk6i5RUPReuUc9R_YmGqAhuIzSGDX_BoPx47Ah-qZe_GPk0BR8OpLzIsX_mssKyK6PiDtUgH3eZ5EqmDcTsGXj8d9aOM3NRDlk4KB9FfVI6W6eRgIEE3p-QvJKKicxVwT1PPX7B4ozHj6Gldh5Mk0G/s2996/Homenatte_toni_Catany_plat_pobre.JPG" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="2996" data-original-width="2156" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVk3RaeZ7OcvCouXhp-i3E4uMeFRJ6jOCJ1sUk6i5RUPReuUc9R_YmGqAhuIzSGDX_BoPx47Ah-qZe_GPk0BR8OpLzIsX_mssKyK6PiDtUgH3eZ5EqmDcTsGXj8d9aOM3NRDlk4KB9FfVI6W6eRgIEE3p-QvJKKicxVwT1PPX7B4ozHj6Gldh5Mk0G/s320/Homenatte_toni_Catany_plat_pobre.JPG" width="230" /></a></div><br /><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p><p><br /></p>The Catalan Foundation for Research and Innovation (FCRI), a private organisation set up in 1986, that disseminates research and innovation among society to promote scientific culture, careers in science and Technology and public-private relationships and entrepreneurship publishes its <b>first report about the state of the science in Catalonia</b><br /><p>The report starts from the analysis of the key elements that have allowed Catalonia to become a pole of knowledge and talent in Europe over the last two decades, both in the scientific research carried out in the universities and in the research centers, large scientific infrastructures and scientific parks.</p><p>The report highlights the main strengths of the Catalan research system, in terms of scientific publication and the management of research projects and the training of research staff. It also values the capacity of the Catalan system for attracting Spanish and European competitive funds, and the fact that the research policies entrusted to 25 years have allowed Catalonia to be recognized internationally as a center for knowledge and talent.</p><p>The document also highlights five conditions in favor to the research ecosystem such as </p><p></p><ul style="text-align: left;"><li>the approval of the National Pact for the Knowledge Society, </li><li>the recovery in Catalonia de Department of Research and Universities, </li><li>the European strategy of the European Green Deal, </li><li>the Next Generation projects </li><li>the future Catalan Science Law. </li></ul><p></p><p>The report puts the attention to the measures that should be introduced into the knowledge system to guarantee the continuity of scientific quality indicators and the ability to attract competitive research funds: </p><p></p><ul><li>the increase public and private investment in R+D+I, </li><li>support for the professional career of researchers </li><li>improve in the field of transfer and innovation. </li></ul><p></p><p>In the areas for improvement, the work points to the aging of the teaching and research staff, the difficulty for young people to start and consolidate a scientific career and the more than difficult reconciliation of family and work, which mainly affects female talent. The report is in favor of more internationalizing the workforce and encouraging the recruitment and retention of international talent. </p><p>In terms of funding, the report emphasizes the need to substantially increase public and private investment in R+D+I, currently below the European average indicators. The report also recommends the necessity to connect the research and innovation ecosystem (the universities, research centers, sicentific parks...) with industrial and technological companies. </p><p>Web access: https://estatciencia.fundaciorecerca.cat/</p><p><a href="https://estatciencia.fundaciorecerca.cat/PDFs/Informe_Estat_ciencia_v12.pdf" target="_blank">Report and indicators</a></p><div><br /></div><div><div><span style="font-size: x-small;">photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Homenatge a Toni Catany. Plat Pobre</span></div><div><span style="color: #ffa400;">_______________________________________________________</span></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-40522271519595926152022-07-16T13:47:00.001+02:002022-07-16T13:52:47.747+02:00Back to basics: Michael Grossman <div class="separator" style="clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCTIl1-2M1FtQF58fk0U6O10p8qq3xbbcRUC_6cVfoNjjQmUl8fG9rx4G9Gjd7HALyKRcCRhKiucXKNOA_w9dBPaCnyHZErZ9uYHi8vksdF9prrranBMbVOP94gjjpfvH4dpGiny2Xq9corIuGTNvdkhsnEKZv01fbdctf3VKc2B4fbv0mrePNeTA4/s869/Homenatge_TC_silenci_ampolles.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="869" data-original-width="600" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjCTIl1-2M1FtQF58fk0U6O10p8qq3xbbcRUC_6cVfoNjjQmUl8fG9rx4G9Gjd7HALyKRcCRhKiucXKNOA_w9dBPaCnyHZErZ9uYHi8vksdF9prrranBMbVOP94gjjpfvH4dpGiny2Xq9corIuGTNvdkhsnEKZv01fbdctf3VKc2B4fbv0mrePNeTA4/s320/Homenatge_TC_silenci_ampolles.jpg" width="221" /></a></div><div>The <b>Health Economics journal </b>publishes the Michael Grossman editorial related to the 50th anniversary of the publication of the demand for health model in “On the Concept of Health Capital and the Demand for Health,” Journal of Political Economy 80(2): 223–255, and in The Demand for Health: A Theoretical and Empirical Investigation, NBER Occasional Paper 119 New York: Columbia University Press for the NBER.</div><br />The editorial focuses on the history of the model and its impacts on the field of health economics.<p>Editorial: <a href="https://doi.org/10.1002/hec.4563" target="_blank">The demand for health turns 50: Reflections Michael Grossman</a></p><p><b><a href="https://mgrossman.ws.gc.cuny.edu/" target="_blank">Michael Grossman</a> and the Demand for Health Model</b></p>The Demand for Health introduced a new theoretical model for determining the health status of the population. His work uniquely synthesized economic and public health knowledge and has catalyzed a vastly influential body of health economics literature. <br /><br />The demand for health is somewhat more complicated than the demand for a typical product. Here, the individual demands health and not health care. The demand for health care is, therefore, a derived demand. <br /><br />The central idea behind Grossman’s model of demand for health is how age, education, health status, income etc. affect the production of health through the demand for health capital. Michael Grossman defined health both as a consumption good as well as a production good. He provided two reasons behind this; one health is consumed directly i.e. people are happier when they are healthier. Second, health is an investment i.e. good health permits people to do other things. Thus, the individual is both the consumer and the producer of health.<br /><br />This model introduces the idea of investing in human capital (health and education) to improve outcomes in both the market (work) and non-market (household) sectors. The goal is to improve the earnings. Health is characterized as a capital good because it can be seen as lasting over time periods and depreciating at a non-constant rate.<br /><br />Grossman bases his approach on Gary S. Becker's household production function model and his theory of investment in human capital. Consumers demand health, which can include illness-free days in a given year or life expectancy, and then produce it through the input of medical care services, diet, other market goods and services, and time. <br /><br />Grossman also treats health and knowledge as equal parts of the durable stock of human capital. Consumers therefore have an incentive to invest in health to increase their earnings in the future. <br /><br />Grossman examines complementarities between health capital and other forms of human capital, the most important of which is knowledge capital earned through schooling and its effect on the efficiency of production. <br /><br />He concludes that the rate of return on investing in health by increasing education may exceed the rate of return on investing in health through greater medical care. Higher income may not lead to better health outcomes, as wealth enables the consumption of goods and services with adverse health effects.<div><br /></div><div>photo <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a>. Homenatge a Toni Catany. Ampolles silencioses </div><div><br /><span style="color: #ffa400;">_______________________________________________________</span></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-80132468317666626502022-06-12T17:30:00.002+02:002022-06-12T17:30:44.652+02:00sick planet, sick people<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuyeb9qHK6cMrkdq0Y2KTTkSXTEhvcUvE86Zv1_xL96V_FMpsL_mJEC6toq-5nbKX9sMhHdLs7PYaG70YWGvFzfnDtWzCfjcvUyenJxpMSmomGeSiQOgIkKsJPd6TVdZ6vSMYqgqMYKcDdtj1gwzeTtYy_EzWGCDUtbkAyPIQ2KAN4KdOU23gVFY0o/s842/Homenatge_TC_2%202_0.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="842" data-original-width="600" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuyeb9qHK6cMrkdq0Y2KTTkSXTEhvcUvE86Zv1_xL96V_FMpsL_mJEC6toq-5nbKX9sMhHdLs7PYaG70YWGvFzfnDtWzCfjcvUyenJxpMSmomGeSiQOgIkKsJPd6TVdZ6vSMYqgqMYKcDdtj1gwzeTtYy_EzWGCDUtbkAyPIQ2KAN4KdOU23gVFY0o/s320/Homenatge_TC_2%202_0.jpg" width="228" /></a></div><div><div class="separator" style="clear: both;"><b>"No amount of medical technology will enable us to have healthy humans on a sick planet." Thomas Berry</b><br /><br />We have come to recognize that the health of humanity depends on ensuring the health and resilience of our planet — from our climate, to our forests, to the air we breathe and the water we drink,”<br /><br />A proper understanding of the health impacts of environmental exposures depends on many scientists from different disciplines working closely together.<br /><br /><a href="https://www.planetaryhealthalliance.org/planetary-health" target="_blank">The Planetary Health Alliance </a>is a growing consortium of over 300 universities, non-governmental organizations, research institutes, and government entities from around the world committed to understanding and addressing global environmental change and its health impacts.<br /><br />If you have 10m watch this video<br /><br /><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/9cZ0zBSJz_g" width="320" youtube-src-id="9cZ0zBSJz_g"></iframe></div><br /><span style="font-size: x-small;">Photo: Author: Homentatge a Toni Catany <a href="http://jordisoldevila.com/" target="_blank">Jordi Soldevila</a></span></div><div><span style="color: #ffa400;">_______________________________________________________</span></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-59933108387044844582022-04-23T13:37:00.007+02:002022-04-23T14:10:12.702+02:00The addiction to technology adoption in health<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMPJE2feA3BQihR4i2krLVwU5RgLy47ItpUu93dNkVWNFPTfeOPMoqYXR7Rpm448H4iH1wztWZo4aULRujlyJdqMNPP09KyiUw4cJQobgvZnvtI5wfHclu9QeH5OpZFNcT1B7dYgMk9j4FkG-Hmg0VFgxMwcUO9RJseBLwAuVScMop5XlBoOXdYAu_/s400/Antoni-T%C3%A0pies_iron-and--sand.png" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiMPJE2feA3BQihR4i2krLVwU5RgLy47ItpUu93dNkVWNFPTfeOPMoqYXR7Rpm448H4iH1wztWZo4aULRujlyJdqMNPP09KyiUw4cJQobgvZnvtI5wfHclu9QeH5OpZFNcT1B7dYgMk9j4FkG-Hmg0VFgxMwcUO9RJseBLwAuVScMop5XlBoOXdYAu_/s320/Antoni-T%C3%A0pies_iron-and--sand.png" /></a></div><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />A major driver of cost growth in health care is the rapid increase in the utilisation of existing technology and not simply the adoption of new technology.<br /><br />Health economists and health technology assessment analysts have become obsessed by technology adoption questions and have largely ignored ‘technology management’ questions. <br /><br />Technology management would include the life-cycle assessment of technologies in use, to assess their real-world performance; and monitoring of technology indication creep. A rebalancing of focus might serve to encourage a more self-critical and learning culture amongst those involved in technology evaluation analysis. <br /><br />Further, health economists and health technology assessment analysts could make a more significant contribution to system efficiency through rebalancing their efforts away from technology adoption questions towards technology management issues.<br /><div><br /></div><div><a href="https://onlinelibrary.wiley.com/doi/epdf/10.1002/hec.3034" target="_blank">Article (pdf) </a><br />Url: <a href="https://onlinelibrary.wiley.com/doi/full/10.1002/hec.3034" target="_blank">Health Economics:</a> </div><div><br />Authors: <a href="https://researchonline.gcu.ac.uk/en/persons/cam-donaldson" target="_blank">Cam Donaldson</a> , <a href="https://www.spph.ubc.ca/person/stirling-bryan/" target="_blank">Stirling Bryan</a> , <a href="https://www.spph.ubc.ca/person/craig-mitton/" target="_blank">Craig Mitton</a></div><div><br /></div><div><span style="font-size: x-small;">photo: Rose generated by Artificial Intelligence Sant Jordi 2022 (<a href="https://roses-inlab.fib.upc.edu/" target="_blank">UPC</a>)</span></div><div><span style="color: #ffa400;">________________________________________________________</span></div><div><span color="transparent" dir="ltr" style="background-color: white; box-sizing: content-box; cursor: text; font-family: serif; font-size: 16.6668px; left: 106.676px; margin: 0px; padding: 0px; position: absolute; text-align: center; top: 659.592px; transform-origin: 0px 0px; transform: scaleX(1.06504); white-space: pre;"><br /></span></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-87625108557099249492022-03-12T13:26:00.004+01:002022-03-12T13:26:27.853+01:00War is hell: Mental health consequences of war #stopthewar<img border="0" src="https://blogger.googleusercontent.com/img/a/AVvXsEiozqdl700BqZwcGRQzlE61QkZ5y9cscQC8y_ngQa_Uku8vSIoDxJkCJRJB36Eeh_faRVEl6CIDmUqTeJXaY1nAfmL8S2yjuwwkJL2_ETuU9OVrYNwPLLnbINJqt9hfiR4_i8i8nXLJrazahX2Gxkyt4bmIi0HA3v6afSRobmxQohgeewOMmQ5bVXjv=s320" /><br /><br /><div>War has a catastrophic effect on the health and well being of nations. Studies have shown that conflict situations cause more mortality and disability than any major disease. War destroys communities and families and disrupts the social and economic development of nations. <br /><br />The effects of war include long-term physical and psychological harm to children and adults, as well as reduction in material and human capital. Among the consequences of war, the impact on the mental health of the civilian population is one of the most significant. Other consequences, besides deaths include endemic poverty, malnutrition, disability, economic/social decline and psychosocial illness, to mention only a few.<br /><br />Women are more affected than men. Other vulnerable groups are children, the elderly and the disabled. <br /><br />This paper briefly reviews the evidence from published literature about the impact of war on the mental health of the general population, the refugees, the soldiers and specific vulnerable groups. The review presents data concerning some major wars/conflicts and then briefly outlines the risk factors emerging from the literature.<br /><br />Prevalence rates are associated with the degree of trauma, and the availability of physical and emotional support. The use of cultural and religious coping strategies is frequent in developing countries. <br /><p><a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1472271/pdf/wpa050025.pdf" target="_blank">Mental health and war: brief review (article pdf) (2006)</a></p><span style="font-size: x-small;">photo: <a href="https://t.co/KGhPywbRD9" rel="" target="_blank">Emilio Morenatti</a></span><div><span style="color: #ffa400;">_______________________________________________________________</span></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-6254997045092683182022-01-23T12:59:00.002+01:002022-01-23T12:59:50.199+01:00Trust in public institutions and the Code of Ethics of the public service in Catalonia<div class="separator" style="clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEgp5aOV4dQltssm3HQGZ8OyD8Huz5EO9kw9O8Ez9I4N0ynlSK6yowTgOlCbvE6wrWUKYTUmLTX4drJm2jsyna6NqPt-1iP6gHIKTa8BfOD9NMrRcYPHzFJimGYyArgOOAIX6beuls_DgbbfKg709eoIdxcPGBt2R340uqgeR-S7cKkhlwvCHchuCNkf=s800" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="600" data-original-width="800" height="240" src="https://blogger.googleusercontent.com/img/a/AVvXsEgp5aOV4dQltssm3HQGZ8OyD8Huz5EO9kw9O8Ez9I4N0ynlSK6yowTgOlCbvE6wrWUKYTUmLTX4drJm2jsyna6NqPt-1iP6gHIKTa8BfOD9NMrRcYPHzFJimGYyArgOOAIX6beuls_DgbbfKg709eoIdxcPGBt2R340uqgeR-S7cKkhlwvCHchuCNkf=s320" width="320" /></a></div><br /><div><a href="https://www.un.org/en/desa" target="_blank">The United Nations Department of Economic and Social Affairs</a> provides thought leadership through its UN DESA Policy Briefs series, presenting timely and relevant analysis and policy guidance on global economic and social issues. Here we present the policy brief #108</div><br /><b>Trust in public institutions: Trends and implications for economic security</b><br />The legitimacy of public institutions is crucial for building peaceful and inclusive societies. <br /><br />While levels of trust in institutions vary significantly across countries, opinion surveys suggest that there has been a decline in trust in public institutions in recent decades. <br /><br />Economic insecurity—which the COVID-19 crisis threatens to exacerbate—and perceptions of poor or corrupt government performance undermine the social contract and are closely linked to declines in institutional trust. Rebuilding public trust in the light of the current crisis demands services that work for everyone and jobs that provide income security, as well as more inclusive institutions.<div><p><a href="https://www.un.org/development/desa/dspd/wp-content/uploads/sites/22/2021/08/PB_108.pdf" target="_blank">Policy brief #108</a></p><p><b>The Code of Ethics of the Public Service of Catalonia</b></p>This <a href="https://administraciopublica.gencat.cat/web/.content/organitzacio/etica-publica/codi-etic-servei-public/Codi_etic_SP_cat.pdf" target="_blank">code</a>, was approved in october 2021 and constitutes a common ethical framework for all the people who work in the respective administrations and public sectors (politicians, civil servants, managers, advisers,...) as well as those who work in private organizations and entities that carry out effective public services on behalf of the administrations.<br /><br />The main objective of the Code is to guide the actions of public servants from the key of values, thus strengthening the integrity of their actions and thus helping to promote the improvement of public service, the improvement of democratic quality, and the recovery of the confidence of the citizenship in its institutions.</div><div><br /></div><div><a href="https://administraciopublica.gencat.cat/ca/organitzacio/etica-publica/codi-etic-del-servei-public-de-catalunya/" target="_blank">Catalan government web: Ethics code</a></div><div><br /></div><span style="font-size: x-small;">photo: Una habitación donde siempre llueve (Barcelona) Juan Muñoz</span><div><span style="color: #ffa400;">________________________________________________________________</span></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-91353713079395805062021-12-28T19:37:00.000+01:002021-12-28T19:37:00.111+01:00Recessions and health<img border="0" src="https://blogger.googleusercontent.com/img/a/AVvXsEgzq0jp2dq87xtnjTq8FW7TydE-rwGuMZAqgLDTcKri9lr3AOxyTAjFbvI6fA7GocH0Dub4mE8BZlD4rxertyGXexJgrbBbKCJqEFdUuR9noHGP7HZye9AcHyNgt_AE6R5xiTXYOQsT3npMMEXX9hr2RvMuJ7SJGFy--YPJHLA2DIw8teFqrTZnEIo6=s320" /><br /><br />Recessions are complex events that affect personal health and behavior via various potentially opposing mechanisms. While recessions are known to have negative effects on mental health and lead to an increase in suicides, it has been proven that they reduce mortality rates.<br /><br />A general health policy agenda in relation to recessions remains ambiguous due to the lack of consistency between different individual- and country-level approaches. However, aggregate regional patterns provide valuable information, and local social planners could use them to design region-specific policy responses to mitigate the negative health effects caused by recessions.<br /><b><br /></b><div><b>Pros</b><br /><ol style="text-align: left;"><li>Substantial country-level research shows that mortality declines (i.e. people live longer) during recessions.</li><li>Recessions can make more time available for individuals to lead a healthy lifestyle.</li><li>Motor vehicle deaths have been shown to decrease during recessions.</li><li>Some studies suggest that during recessions the stigma of being unemployed decreases.</li></ol><b>Cons</b><br /><ol style="text-align: left;"><li>A plethora of individual-level studies show that recessions lead to adverse mental health, especially for working-age and low-income people.</li><li>The number of suicides appears to increase during periods of recession.</li><li>Income loss due to recessions decreases investments in health-enhancing goods and services.</li><li>Austerity measures that may be common during recessions, such as budget cuts to social welfare, mainly affect vulnerable population groups and the long-term unemployed.</li></ol><b>AUTHOR’S MAIN MESSAGE </b><br /><div>Evaluations of the health-related impacts of economic recessions have shown inconsistent results. However, if recessions cause a greater deterioration in individuals’ mental health and a larger number of suicides, then governments should be motivated to work even harder to recover the world’s economies after downturns occur. </div><div><br /></div><div>Governments should acknowledge that the potential impact of recessions on people’s health depends on the extent to which people are protected from vulnerability. Welfare policies, such as labor market programs, debt relief programs, and access to health and mental health services, should thus play a significant role as a mediator in the relationship between recessions and health.<br /><div><p><a href="https://www.iza.org/person/7041/nick-drydakis" target="_blank">Nick Drydakis</a> Professor in Economics and Director of the Centre for Pluralist Economics, Anglia Ruskin University, UK </p><p><a href="https://wol.iza.org/articles/relationship-between-recessions-and-health/long" target="_blank">Article</a></p><span style="font-size: x-small;">photo: <a href="https://www.fmirobcn.org/en/" target="_blank">Joan Miró</a> Couple d'amoureux aux jeux de fleurs d'amandier</span><p><span style="color: #ffa400;">__________________________________________________________________</span></p></div></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-32698153141727063762021-11-27T12:08:00.003+01:002021-11-30T12:21:28.937+01:00The benefits of Women's Health research<div class="separator" style="clear: both;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg6ifCPxnZMWMmoHdQfG00Qu8ENiRrSEBmoajiVDI9tdOBmazU0fC5d6eSnKW7smpmc-2qTRs2Df1G3b5iDSheraVH5PzgVvlL-flCTlU4qfgM_LCnbRmV3xaBvdX7kZCp0aTKY9R0L5lE/w234-h320/lluisavidal2.jpg" /><br /><br />Women's health has suffered from insufficient research addressing women. The research community has not widely embraced the value of this research, and the impact of limited knowledge about women's health relative to men's is far-reaching. Without information on the potential return on investment for women's health research, research funders, policymakers, and business leaders lack a basis for altering research investments to improve knowledge of women's health.</div><br />As part of an initiative of the Women's Health Access Matters (WHAM) nonprofit foundation,<a href="https://www.rand.org/" target="_blank"> RAND Corporation </a>researchers examined the impact of increasing funding for women's health research, with a focus on the following three disease areas:<b> brain health, immune and autoimmune disease, and cardiovascular disease</b>. Using microsimulation analyses, the research team studied the societal cost impact of increasing research funding in three diseases that present a large disease burden for women: Alzheimer's disease and Alzheimer's disease–related dementias (AD/ADRD), coronary artery disease (CAD), and rheumatoid arthritis (RA).<br /><b><br />Key Findings</b><br /><ul style="text-align: left;"><li>Investing in women's health research yields benefits beyond investing in general research</li><li>The return on investment is higher for most scenarios in which research funding impact is assumed to be higher for women than men. Assuming an equal impact of research on women and men generally results in lower returns.</li><li>Research investment yields benefits for all people, but the specific emphasis on women’s health can result in downstream socioeconomic benefits that improve on general research.</li><li>Large societal gains may be possible by increasing investment in women's health research</li><li>Savings include increased life years, reduced years with disease, fewer years of functional dependence, and reductions in disruptions to work productivity.</li></ul><b>Recommendations</b><br /><ul style="text-align: left;"><li>Increase research funding directed at women's health. The potential gains from women-focused research are substantial, given the limitations in knowledge about disease development and impacts for women relative to men.</li><li>Pursue research on the biology of disease in women, including early identification, and identify barriers to diagnosis in women.</li><li>Expand research agendas to address the complicated relationships between disease and work productivity in women. Impacts include lost productivity for those with the disease and for informal caregivers, the majority of whom are women.</li><li>Raise awareness of the potential value of investment in women's health research. The ways in which women's health research is disadvantaged relative to general research are multifaceted, with major implications for disease burdens.</li></ul><div><a href="https://www.rand.org/content/dam/rand/pubs/research_reports/RRA700/RRA708-4/RAND_RRA708-4.pdf" target="_blank">Article (pdf) </a></div><span style="font-size: x-small;"><br />Authors: Baird, Matthew D., Melanie A. Zaber, Annie Chen, Andrew W. Dick, Chloe E. Bird, Molly Waymouth, Grace Gahlon, Denise D. Quigley, Hamad Al-Ibrahim, and Lori Frank, Research Funding for Women's Health: Modeling Societal Impact. Santa Monica, CA: RAND Corporation, 2021. https://www.rand.org/pubs/research_reports/RRA708-4.html.</span><div><span style="font-size: small;"><br /></span></div><span style="font-size: x-small;">photo: <a href="https://blog.museunacional.cat/lluisa-vidal-una-dona-artista-en-un-mon-dhomes/?_ga=2.183266721.684798566.1638010723-582711186.1638010723" target="_blank">Lluïsa Vidal </a></span><div><div><p><span style="color: #ffa400;">_________________________________________________________________</span></p></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-10159913660880411502021-09-18T18:55:00.005+02:002021-09-18T19:09:36.224+02:00Integrated Care (IC) and utilization: some evidence <div class="separator" style="clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZswO-FoHSqEaFh2gXyXW_waCuq1QMZpL1jaM_1UXWaHsVXoa-s-H2LBfGWM1t01_PFKcz24M1wBZUsej38Ujck0Z4PVmCHCy-fwuP04lX-0TtPr6uM1RKAx_DlWYBsrkzbuoTDGdblYk/s962/circleinantarctica.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="640" data-original-width="962" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZswO-FoHSqEaFh2gXyXW_waCuq1QMZpL1jaM_1UXWaHsVXoa-s-H2LBfGWM1t01_PFKcz24M1wBZUsej38Ujck0Z4PVmCHCy-fwuP04lX-0TtPr6uM1RKAx_DlWYBsrkzbuoTDGdblYk/s320/circleinantarctica.jpg" width="320" /></a></div><p>Is integration of primary, secondary and social care better for patients and is it cost effective? Andrew Street, Professor of Health Economics, discusses a recent paper he published with co-authors Anne Mason and Panagiotis Kasteridis, which evaluated the cost-effectiveness of integrated care (IC) programmes in South Somerset for people with long-term conditions.</p><p><b>Objectives: </b>As part of the Vanguard programme, two integrated care models were introduced in South Somerset for
people with complex care needs: the Complex Care Team and Enhanced Primary Care. The authors assessed their impact on a
range of utilization measures and mortality. </p><ul style="text-align: left;"><li>Complex Care Team (CCT), provides senior medical input, care coordination, and a personalized care plan to support self-care.</li><li>Staffed by GPs with expertise in chronic care management, complex care nurses and other keyworkers, the CCTs aim to prevent avoidable hospitalizations or, for those in hospital, to support appropriate inpatient care.</li></ul><p><b>Methods: </b>They used monthly individual-level linked primary and secondary care data from April 2014 to March 2018 to
assess outcomes before and after the introduction of the care models. The analysis sample included 564 Complex Care
Team and 841 Enhanced Primary Care cases that met specific criteria. </p><p>They employed propensity score methods to
identify out-of-area control patients and difference-in-differences analysis to isolate the care models’ impact. </p><p><b>Results:</b> They found no evidence of significantly reduced utilization in any of the Complex Care Team or Enhanced
Primary Care cohorts. The death rate was significantly lower only for those in the first Enhanced Primary Care cohort. </p><p><b>Conclusions:</b> The integrated care models did not significantly reduce utilization nor consistently reduce mortality.
Future research should test longer-term outcomes associated with the new models of care and quantify their contribution in the context of broader initiatives.</p><p>Watch <a href="https://www.lse.ac.uk/health-policy/people/professor-andrew-street" target="_blank">Andrew Street</a> explaining the article (5m) </p><div class="separator" style="clear: both;"><div style="text-align: center;"><iframe allowfullscreen="" class="BLOG_video_class" height="266" src="https://www.youtube.com/embed/O_1_Frn-DO0" width="320" youtube-src-id="O_1_Frn-DO0"></iframe></div><br /></div><div class="separator" style="clear: both;">Article (pdf) <a href="https://journals.sagepub.com/doi/full/10.1177/1355819620931872" target="_blank">Evaluating integrated care for people with complex needs (2021)</a><br /><span style="font-size: x-small;"><br />Photo <a href="http://www.richardlong.org/" target="_blank">Richard Long </a>2012 A circle in Antartica</span></div><div class="separator" style="clear: both;"><span style="color: #ffa400;">__________________________________________________________________</span></div><div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-18574800918628902382021-06-13T13:19:00.004+02:002021-06-13T13:23:09.542+02:00Economic leaders call for gender equality in pandemic recovery, june 2021<img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjVj3lBqF4DKeRM_NzdnOKAYKZ5A6DMUSSoLkSYnk7MXC7yxKO_oCIIcwgHn_xZEXDMFQZ0g6QFB9ZzgilRcRqNnO2sTVpHTsNym0jiIu2s2lSs7tQC4oPlFth4m7LQ23aYsyu6YyR1A58/w225-h400/salvem-lo-montsia-detall-webwix1.jpg" /><br /><br /><div><b>"Only if we seize on this opportunity to prioritise gender equality can we build a more prosperous world for all"</b></div><div><br />LSE Director Minouche Shafik has joined leaders from the International Monetary Fund, European Central Bank, World Trade Organisation, European Commission and United Nations to call on governments around the world to prioritise gender equality as they seek to recover from the economic impact of COVID-19.<br /><div><br /></div>The statement, published by LSE and shared by the Bill and Melinda Gates Foundation, has been signed by:<div><ul style="text-align: left;"><li>Kristalina Georgieva, Managing Director of the International Monetary Fund</li><li>Christine Lagarde, President of the European Central Bank</li><li>Ursula von der Leyen, President of the European Commission</li><li>Ngozi Okonjo-Iweala, Director-General of the World Trade Organisation</li><li>Minouche Shafik, Director of The London School of Economics and Political Science;</li><li>Vera Songwe, UN Under-Secretary General and Executive Secretary of the Economic Commission for Africa.</li></ul>Within the statement, these leading figures highlight how women and girls from all parts of the world – both rich and poor – continue to face significant inequality, and bear the heaviest cost in times of economic hardship:<br /><br />“From accepting gender pay gaps, to neglecting childcare, governments have not prioritised their needs. The result is a feeble, patchwork economic infrastructure - particularly in fields such as caregiving, retail, and tourism, where women are disproportionately represented - that leaves women struggling...<br /><br />This inequality, they argue, has made countries weaker when faced with a crisis like a pandemic. But the response to COVID-19 also provides an opportunity to accelerate progress towards gender equality, and build stability and opportunity for everyone.<br /><br /><b>Three key policy areas</b><br />The statement calls for governments to focus on three key areas, “…to ensure that economic recovery prioritises women and girls, underpins an inclusive future, and ensures the world is prepared to withstand the next crisis.”<br /><ol style="text-align: left;"><li>Governments must ensure that money, stimulus efforts, and social protection schemes get directly into the hands of women.</li><li>Countries must close gender data gaps and strengthen monitoring, evaluation, and data systems to support more effective public policy.</li><li>Governments must reduce the burden of unpaid care work and support better childcare to strengthen women’s labor force participation.</li></ol>The statement concludes with a warning, “We have no time to waste … The risks of inaction cannot be overstated. Refusing to economically support women and girls will not just set this recovery back, it will leave our economies more vulnerable to future shocks.<br /><p><a href="https://www.lse.ac.uk/News/News-Assets/PDFs/2021/Statement-on-Gender-Equality-2021.pdf" target="_blank">Acces to the Full Statement (pdf)</a> </p><p><span style="font-size: x-small;">photo: Salvem lo Montsià <a href="https://rocblackblock.com/portfolio/salvem-lo-montsia/" target="_blank">rocblackblock</a></span></p><p><span style="color: #ffa400;">__________________________________________________________________</span></p></div></div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-28784510617559194372021-04-18T12:25:00.017+02:002021-04-18T12:29:07.183+02:00 Health care technology and COVID-19: what will happen in the long term?<p></p><p></p><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8SeW4pfK6UZGk2dnb-8-dpCsef3_SLsnmCRRCo6eu9NqWtP09a18K73Z8v09k8dcv_PJqe80Z3r6PIYTHSxjXx0UjXp5Rj8TAOGo6PHBebFBUhOQYshTxWQk-ZhOYufWIJmWOjD7r7fY/s320/960_WILLIAM_MORRIS.jpg" /><br /> <br />Research published by the <a href="https://www.health.org.uk/" target="_blank">Health Foundation</a> in march 2021 explores the challenges of implementing health care technologies and investigates patient and staff experiences of technology during the first phase of the coronavirus (COVID-19) pandemic. It draws on learning from the Health Foundation’s programmes and YouGov surveys of over 4,000 UK adults and over 1,000 NHS staff conducted in October 2020.<br /><br />During the pandemic, there has been increased NHS use of both established and newer technologies to reduce face-to-face contact and manage demand. Phone consultations dominate, followed by some well-established uses of technology, such as booking appointments by phone or using the NHS website. But some emerging or less established uses of technology, including several explicitly promoted by national bodies, are also apparent. For example, accessing care records electronically, devices for home monitoring, video consultations, and the NHS app.<br /><br />The research finds that while most of those who used technology more during the early phase of the pandemic found the experience positive, half of these users aged 55 and older (50%) and nearly half of those with a carer (46%) – groups that may have higher need for health care – thought these technology-enabled approaches made for worse quality of care. <br /><br />Furthermore, the report finds that while 49% of the public and 61% of NHS staff surveyed thought the NHS should be looking to use technology-enabled approaches more in future, a significant minority of both public (36%) and NHS staff surveyed (31%) were unconvinced about the long-term use of these approaches. <br /><br />While technologies were rolled out with impressive speed, some aspects of implementation – such as evaluation, co-design and customisation – will necessarily have been shortcut, and will need revisiting after the emergency phase of the pandemic is over. Furthermore, many technologies were rolled out specifically to serve pandemic response objectives such as social distancing, so will need to be ‘reoriented’ and developed to serve wider quality and productivity objectives in future.<br /> <br />Through a refresh of the NHS long term plan and other national strategies, policymakers will need to support front-line teams to revisit aspects of implementation and 'reorient' technology-based interventions to serve longer term quality and productivity objectives. Central to this will be evaluating their impact on care quality and developing a vision of ‘what good looks like’.<br /> <br /><a href="https://www.health.org.uk/sites/default/files/2021-03/Securing%20a%20positive%20technology%20legacy%20from%20COVID-19.pdf" target="_blank">Access to pdf article (2021) </a><br /><br /><span style="font-size: x-small;">photo: Strawberry Thief, furnishing fabric, designed by William Morris, made by Morris & Co., 1883, © <a href="https://www.vam.ac.uk/collections/william-morris" target="_blank">Victoria and Albert Museum, London</a> </span><br /><span style="color: #ffa400;">__________________________________________________________________</span><p></p>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-76384988555677237932021-03-06T18:37:00.023+01:002021-03-06T18:49:42.889+01:00Physician health management skills and patient outcomes<p></p><p><strike><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjVbDQDdi8NSa43HjBy40cJm9iaZwJX7K7TSx5XZCOJFj9l8y4PBaNXqdMYeFsOK4c_IXczpLHwhUJPQDsDNGPJacb0KXpp_k-eKX2VevYQ5M-3khHfXUvkQRNuUKryyxe50qqW1RvZXgo/w213-h320/llull_subirachs_1976_Ramon_LLull.jpg" /></strike> </p><p>There are large, persistent differences in patient outcomes across physicians and health facilities. The root causes of these differences are not well understood. One reason could be to find if physicians’ health management styles can affect patient health outcomes and health costs. <br /><br />As quality contracts become increasingly popular across various health care systems, it is important to highlight what facets of individual physicians’ health management styles have meaningful impact on health outcomes and to what extent they vary across physicians. The physician’s ability to correctly diagnose and treat common conditions is one of the central tenets of quality contracts. But the link between these skills and patient outcomes is at best tenuous. Critics have emphasized that unobserved patient-specific characteristics are important and under-researched contributors to the variability of patient health outcomes conditional on physician clinical skill. </p><p></p><p></p><p><span style="font-family: serif; font-size: 20px; left: 60px; top: 987.778px; transform: scaleX(0.952564);"></span><span style="font-family: serif; font-size: 20px; left: 847.4px; top: 987.778px; transform: scaleX(0.917733);"> </span><a href="https://www.emiliasimeonova.com/" target="_blank">Emilia Simeonova </a>et al. published a working paper in 2020 in the <a href="https://www.nber.org/" target="_blank">NBER</a> where using data on the population of statin users in Denmark between 2004 and 2008 and matching patients to their primary care physicians, they demostrated that</p><p></p><ul style="text-align: left;"><li>The physician’s ability to facilitate adherence with prescription medications (as a proxie of physicians's health management skills) has significant positive effects on patient outcomes and health costs even after controlling for observable and unobservable patient characteristics. </li><li>It is important to know that when we talk of physician skills is more than reflecting the clinical quality of the physician. Physician skills are related to their ability to make an adequate diagnosis and prescribe the correct treatment.</li><li>Younger physicians have on average more adherent patients.There didn't find substantial difference in health management skills between male and female physicians after they controlled for physician age and the patient mix. </li><li>The interventions aiming at improving physicians’ health management skills as they relate to patient adherence with prescribed therapy will have positive impacts on patient health outcome</li></ul><p><a href="https://www.nber.org/papers/w26735" target="_blank">Access to NBER working paper (pdf)</a></p><p><span style="font-size: x-small;">p</span><span style="font-size: x-small;">hoto: Homenatge a Ramon Llull (1976) <a href="https://www.subirachs.cat/" target="_blank">Josep M. Subirachs</a></span>
<span style="color: orange;">___________</span><span style="color: orange;">__</span><span style="color: orange;"><span style="color: orange;">_____</span>__</span><span style="color: orange;"><span style="color: orange;"><span style="color: orange;">_____</span>_</span>__________________</span><span style="color: orange;">_____</span><span style="color: orange;">____</span><span style="color: orange;"><span style="color: orange;"><span style="color: orange;"><span style="color: orange;">_______</span>___</span>__</span>_____ </span></p>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-76202331984536353552021-02-07T13:22:00.011+01:002021-02-07T13:32:48.156+01:00Public engagement for technological innovations: new evidence <div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1Xt7Lf6DGjv_a3Xetg3mMKDPKIJ0xyxS60l2MPhH4b9ktDUUvHwbbED4JcWoAFyGq2Y-bTtT4mKmJ3NJejrLwGcicVlSCvFo68oX3QBlG9A5DTBPjprPb4QF6WyQuI95af3-lWB7C54g/s2048/moon.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="2048" data-original-width="1365" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1Xt7Lf6DGjv_a3Xetg3mMKDPKIJ0xyxS60l2MPhH4b9ktDUUvHwbbED4JcWoAFyGq2Y-bTtT4mKmJ3NJejrLwGcicVlSCvFo68oX3QBlG9A5DTBPjprPb4QF6WyQuI95af3-lWB7C54g/w213-h320/moon.jpg" width="213" /></a></div><p> </p><p style="text-align: left;"> <br /><br /><br /><br /> <br /><br /> <br /><br /> <br /><br /> <br /><br /> <br /><br /><br /></p><p style="text-align: left;">With the promise to improve lives, and the offer of abundant opportunities, <b>technological innovation</b> is regarded as a crucial enabler for the advancement of societies and economies at large.</p><p style="text-align: left;">Technologies and their applications, however, also present an array of social, economic and regulatory challenges. How to harness the benefits of technological innovation while addressing the risks associated with these developments is the subject of much discussion by governments, regulators, industry, academia and the general public. <br /><br />A key aspect associated with these discussions and debates is <b>public engagement,</b> which is increasingly being recognised by stakeholders as a critical instrument to encourage transparency and openness, increase representativeness, and build trust in decision making and the technologies themselves. Public engagement is a broad term that is used in a variety of sectors (e.g. in research, healthcare and policymaking). In the context of technological innovation, public engagement is used to describe the involvement of a diverse group of people (the general public, but also other key groups such as lobbyists, civil society organisations and social influencers) in discussions and debates about potential applications of new and emerging technologies, their governance, regulation and the wider issues that could arise from the way that they are developed and adopted.<br /><br />Better Regulation Executive (BRE), a unit from the <a href="https://www.gov.uk/government/organisations/department-for-business-energy-and-industrial-strategy" target="_blank">Department for Business, Energy and Industrial Strategy</a> in Uk commisioned a report to find recent evidence, in the form of a literature review and case studies, on the use of public engagement for technological innovation. <br /><br /><a href="https://www.gov.uk/government/publications/the-use-of-public-engagement-for-technological-innovation-literature-review-and-case-studies" target="_blank">BRE Report (2021) PDF and data </a><br /><br />The report describes the evidence including: <br /> </p><ul style="text-align: left;"><li>Existing examples of public engagement techniques and ten case studies to illustrate how public engagement has been applied around technological innovation</li><li>The impact of the public engagement techniques on, for example, the design of regulatory frameworks, business models, technology adoption and public trust</li><li>Formal evaluation of the effectiveness of the public engagement techniques around technological innovation </li></ul><p>The report offer some cross-cutting lessons:<br /></p><ul style="text-align: left;"><li>The use of multiple techniques over the course of the public engagement process can help to engage different ‘publics’ appropriately.</li><li>Spreading public engagement over time allows for reflection and embedding of concepts.</li><li>Having an impact on trust in technologies and technological innovation requires time and considered debate to increase accountability and more systematic public engagement.</li><li>A multi-stakeholder, collaborative approach to public engagement helps to develop informed and considered judgements.</li><li>Using online and digital-enabled public engagement techniques can potentially increase the speed, scale, inclusivity,and geographical coverage of engagement.</li><li>Using some atypical techniques can potentially render public engagement more tangible and user-friendly and could also increase the diversity of participation.</li><li>Having an impact on outcomes such as regulation, policy and market adoption of technological innovation typically requires buy-in and engagement with the right stakeholders.</li><li>It is important to build evaluation into public engagement processes to track impacts and outcomes over time. </li></ul><p><span style="font-size: x-small;">photo:NASA (Jan 29, 2021, the day after its full Moon phase. International Space Station orbited 264 miles above China near the Mongolian border. </span></p>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-44530481869497161052020-12-26T20:26:00.000+01:002020-12-26T20:26:28.836+01:00How to build effective teams in primary care<p> <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9jloSRI-G00hYLcfWzxCZDYbavxXE4xZml7bdkls6-JspBXpmGky9wfFVytTKKB-VRQM6EHOBi7t0YU3g63qlv3_Se9-B4lLG-bcyDSCGpj0BUA6MlreA86mJFK6DnxJnrTY0msootdI/s1024/151208-joyful-christmas-13-809x1024.jpg"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9jloSRI-G00hYLcfWzxCZDYbavxXE4xZml7bdkls6-JspBXpmGky9wfFVytTKKB-VRQM6EHOBi7t0YU3g63qlv3_Se9-B4lLG-bcyDSCGpj0BUA6MlreA86mJFK6DnxJnrTY0msootdI/w253-h320/151208-joyful-christmas-13-809x1024.jpg" /></a><br /></p><p style="text-align: left;">Teamworking is fundamental to the future of general practice. Practices are coming together at scale in primary care networks and new roles are being introduced, creating multidisciplinary and multi-agency teams. Making these teams function effectively is a complex task. <a href="https://www.kingsfund.org.uk/" target="_blank">King’s Fund</a> published a guide with insights from research, policy analysis and leadership practice. <br /><br />What are the fundamentals of effective teams?<br /></p><ul style="text-align: left;"><li>A small number of meaningful objectives</li><li>Clear roles and responsibilities among team members</li><li>Reflect on how the team is working together</li><li>Introduce new roles into the teams</li><li>Create a multidisciplinary team </li><li>Ensure good communication within your teams. </li><li>Effective information-sharing systems </li><li>Re-design the physical space into shaered working spaces</li><li>Clinical supervision </li><li>Gather feedback from colleagues and patients </li><li>Access to learning and development</li><li>Give space for team members to talk about their experiences</li></ul><p style="text-align: left;"></p><p>Access Publication: <a href="https://www.kingsfund.org.uk/publications/effective-teams-general-practice" target="_blank">Effective teams in General Practice (january 2020)</a></p><p>Merry christmas and happy new year 2021. Stay safe.</p><div style="text-align: left;"><span style="font-size: x-small;">photo: </span><span style="font-size: x-small;">Children’s Christmas play, 1958. (Nina Leen / The LIFE Picture Collection)</span>
<span style="color: orange;">___________</span><span style="color: orange;">__</span><span style="color: orange;"><span style="color: orange;">_____</span>__</span><span style="color: orange;"><span style="color: orange;"><span style="color: orange;">_____</span>_</span>__________________</span><span style="color: orange;">_____</span><span style="color: orange;">____</span><span style="color: orange;"><span style="color: orange;"><span style="color: orange;"><span style="color: orange;">_______</span>___</span>__</span>_____ </span> </div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0tag:blogger.com,1999:blog-247497506584702526.post-76591551866708193602020-11-01T19:51:00.010+01:002020-11-01T19:59:17.497+01:00false optimism not to be at risk of COVID-19<p></p><p> <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7d6lVtuQ3y31Fxu4c8blocIu3ryxojhjbaw6WtAEJwz9QZYYNCsB4qkImIVApU8rx6c37qK0Y3K-Q-rK5jBQdBQ_57Evn8TyyxxxfqNL9r80NNTvoonRyLOdj_mwKM-HO5HLIl13hIXE/s670/1601906499243_eulalia_valldosera.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="378" data-original-width="670" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7d6lVtuQ3y31Fxu4c8blocIu3ryxojhjbaw6WtAEJwz9QZYYNCsB4qkImIVApU8rx6c37qK0Y3K-Q-rK5jBQdBQ_57Evn8TyyxxxfqNL9r80NNTvoonRyLOdj_mwKM-HO5HLIl13hIXE/s320/1601906499243_eulalia_valldosera.jpg" width="320" /></a><br /></p><p> </p><p> </p><p> </p><p> </p><br /> <p><a href="https://www.kcl.ac.uk/people/koula-asimakopoulou" target="_blank">Koula Asimakopoulou</a> et al. from King’s College London investigated comparative optimism for infection and recovery from COVID-19, and the implications this may have on the second wave and the possible lockdown. The study found that during the first lockdown period, most respondents believed that compared to others, they were unlikely to be at risk of COVID-19.<br /><br />Data were collected through an international survey (N = 6485) exploring people’s thoughts and psychosocial behaviours relating to COVID‐19. The paper reports UK data. <br /><br />They found the belief that negative events surrounding risk and recovery from COVID‐19 are perceived as more likely to happen to others rather than to oneself. Researchers believe that comparative optimism may have brought out the anecdotally observed, lack of compliance with lockdown guidelines in the UK. People who believe COVID‐19 is less likely to happen to them than to others may infer that their actual risk is much smaller than that communicated in the media, and thus the strict adherence to lockdown restrictions is unnecessary in their case.<br /> <br />The results showed how participants overwhelmingly believed that as compared to people of their age and gender, they were somewhat or extremely unlikely to have accidentally infected people with COVID‐19 in the past and to infect others or get infected themselves in the next month. They were also comparatively optimistic, but to a lesser extent, about their likelihood of getting hospitalized due to COVID‐19, finding themselves in an ICU, being ventilated, and making a full recovery.<br /><br />In contrast, participants showed comparative pessimism about COVID‐19 infections in the more distant future. As compared to the average person of their age and gender they felt likely to get infected by COVID‐19 in the next year and to develop COVID‐19‐related symptoms. The authors argued that this finding supports earlier research that shows that people who have experienced some ill health tend to unduly exaggerate their future risk of experiencing further ill health. One important difference between COVID‐19 and other risks is that controlling the pandemic was very much placed in the hands of individuals restricting their lives in the UK—as seen in the slogan urging people to ‘Stay at home’. It is reasonable that participants would reason that in the long term, staying at home would be less possible, plausible or practical. Feeling that compliance with social distancing rules cannot be maintained indefinitely may thus explain these perceptions, in line with research showing that high prevalence negative events may engender comparative pessimism.</p><p>The implication for a second lockdown is that where people's experience so far may be that they have not been ill with COVID, they are likely to be even more comparatively optimistic than they were in March. Thinking that COVID has not happened to you so far so it is unlikely to happen to you now, can be even more dangerous than it was earlier in the spring. Both comparative optimism and comparative pessimism may have important consequences for people’s psychological well‐being and their likelihood of engaging in risk behaviours or responding to further lockdown measures.<br /><br /> Acces article (pdf free) <a href="https://onlinelibrary.wiley.com/doi/epdf/10.1111/hex.13134" target="_blank">Comparative optimism about infection and recovery from COVID‐19; Implications for adherence with lockdown advice</a></p><p></p><div style="text-align: left;"><span style="font-size: x-small;">photo: <a href="https://www.fundaciovilacasas.com/ca/exposicio/capsules-de-confinament-art-i-pandemia-a-catalunya" target="_blank">Càpsules de confinament. Museu Can Framis Fundació Vilacasas. 2020 </a></span></div><span style="font-size: x-small;">Obra 'Sense títol' d'<a href="https://eulaliavalldosera.com/" target="_blank">Eulàlia Valldosera</a>, (Vertical)</span><div style="text-align: left;"><a href="https://www.fundaciovilacasas.com/ca/exposicio/capsules-de-confinament-art-i-pandemia-a-catalunya" target="_blank"><span style="font-size: x-small;"></span></a></div><div style="text-align: left;"><span style="font-size: x-small;"></span><span style="color: orange;">___________</span><span style="color: orange;">__</span><span style="color: orange;"><span style="color: orange;">_____</span>__</span><span style="color: orange;"><span style="color: orange;"><span style="color: orange;">_____</span>_</span>__________________</span><span style="color: orange;">_____</span><span style="color: orange;">____</span><span style="color: orange;"><span style="color: orange;"><span style="color: orange;"><span style="color: orange;">_______</span>___</span>__</span>_____ </span> </div>eulàlia dalmauhttp://www.blogger.com/profile/07394356853492924108noreply@blogger.com0