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Payers are moving away from fee-for-service and toward performance-based reimbursement.1

 

In healthcare, the overarching goal for providers… must be improving value for patients, where value is defined as the health outcomes achieved that matter to patients relative to the cost of achieving those outcomes.1

 

Effective teamwork has been linked to a variety of outcomes in healthcare, including lower mortality rates in intensive care units2, greater quality of care3, 4, fewer errors5, 6, higher patient satisfaction7, and higher staff satisfaction8, 9.

 

The Institute of Medicine, in To Err Is Human: Building a Safer Health System10, cited a lack of teamwork as one of the causes of the preventable medical errors that led to approximately 98,000 patient deaths annually. In their literature review of the effect of team processes on clinical performance, Schmutz and Manser11 found that every study reported at least one significant relationship.

 

Trust is at the heart of effective teamwork. While a number of studies have identified characteristics associated with workplace trust, no known researchers have looked at a large, comprehensive set of characteristics—until Trust Capital Institute®, that is.

 

At Trust Capital Institute®, we specialize in building cultures that deliver value-based care. Our Trust InfusionTM methodology is based on research and years of experience with what works. We have been on the frontline of healthcare delivery for over 35 years. You won’t find our combination of expertise and services in any other firm.

 

Take a closer look at how our Trust Infusion® Offerings can enable you to take the lead in today’s healthcare transformation—and enable you to provide the value-based care that will give you a sustainable competitive advantage.

 

 

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1 Porter, M. E., & Lee, T. H. (2013). The strategy that will fix health care: Providers must lead the way in making value the overarching goal, Harvard Business Review, October, 1-19.
2 Wheelan, S. A., Burchill, C. N., & Tilin, Felice (2003). The link between teamwork and patients’ outcomes in intensive care units. American Journal of Critical Care: November, 12(6): 527-534.
3 Rondeau, K. V. & Wager, T. H. (1998). Hospital chief executive officer perceptions of organizational culture and performance. Hospital Topics, 76(2): 14-21.
4 Shortell, S. M., Zimmerman, J. E., Rousseau, D. M. Gillies, R. R. Wagner, D. P., Draper, E. A., Knaus, W. A., & Duffy, J. (1994). The performance of intensive care units: does good management make a difference? Medical Care, 32(5): 508-25.
5 Morey, J. C., Simon, R., Jay, G. D., Wears, R. L., Salisbury, M., Dukes, K. A., & Berns, S. D. (2002). Error reduction and performance improvement in the emergency department through formal teamwork training: evaluation results of the MedTeams project, Health Services Research, 37(6): 1553-81.
6 Silen-Lipponen, M., Tossavainen, K., Turunen, H. & Smith, A. (1994). Potential errors and their prevention in operating room teamwork as experienced by Finnish, British and American Nurses. International Journal of Nursing Practice, 11(1): 21-32.
7 Meterko, M., Mohr, D. C., & Young, G. J.. (2004). Teamwork culture and patient satisfaction in hospitals. Medical Care, 42(5): 492-8.
8 Kalisch, B. J. & Lee, H. (2009). Nursing teamwork, staff characteristics, work schedules, and staffing. Health Care Management Review, 34(4): 323-33.
9 Kalisch, B. J., Lee, H. & Rochman, M. (2010). Nursing staff teamwork and job satisfaction. Journal of Nursing Management, 18: 938-47.
10 Kohn, L. T., Corrigan J. M., Donaldson, M. S., McKay, T., & Pike, K. C. [Eds.] (2000). To err is human: building a safer health system. Washington, DC: National Academy Press.
11 Schmutz, J. & Manser, T. (2013). Do team processes really have an effect on clinical performance? A systematic literature review, British Journal of Anaesthesia, March, 1-16.

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