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1-Unsatisfactory 0.00% 2-Less Satisfactory 65.00% 3-Satisfactory75.00% 4-Good 85.00% 5-Excellent 100.00% Top of Form Content 70% 40.0 % Compare and contrast the competing visions among stakeholders, identifying the areas where they conflict and discussing how those conflicts could be seen in the delivery system. Does not demonstrate understanding of the competing visions for health care delivery systems , including the issues and implications. Does not demonstrate critical thinking and analysis of the material. Demonstrates only minimal understanding of the competing visions for health care delivery systems, including the issues and implications. Demonstrates only minimal abilities for critical thinking and analysis.
Demonstrates knowledge of the competing visions for health care delivery systems, including the issues and implications, but has some slight misunderstanding of the implications. Provides a basic idea of critical thinking and analysis. Include examples or descriptions. Demonstrates above-average knowledge of the competing visions for health care delivery systems, including the issues and implications (in your own words). Develops an acceptable analysis of the conflicts.
Utilizes some examples. Demonstrates thorough knowledge of the competing visions for health care delivery systems, including the issues and implications. Clearly develops a strong analysis of the conflicts and implications. Introduces appropriate examples. 30.0 %Use references and examples to support main points.
Does not provide supporting examples. Provides some supporting examples, but minimal explanations and no references. Supports main points with examples and explanations, but includes few references to support claims and ideas. Supports main points with references, explanations, and examples. Analysis and description are direct, competent, and appropriate of the criteria.
Supports main points with references, examples, and full explanations of how they apply. Thoughtfully analyzes, evaluates, and describes major points of the criteria. 20.0 %Organization and Effectiveness 7.0 %Assignment Development and Purpose Paper lacks any discernible overall purpose or organizing claim. Thesis and/or main claim are insufficiently developed and/or vague; purpose is not clear. Thesis and/or main claim are apparent and appropriate to purpose.
Thesis and/or main claim are clear and forecast the development of the paper. It is descriptive and reflective of the arguments and appropriate to the purpose. Thesis and/or main claim are comprehensive. The essence of the paper is contained within the thesis. Thesis statement makes the purpose of the paper clear.
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Sources used are credible. Introduction and conclusion bracket the thesis. Argument shows logical progression. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion.
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Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register), sentence structure, and/or word choice are present. Some mechanical errors or typos are present, but are not overly distracting to the reader. Correct sentence structure and audience-appropriate language are used. Prose is largely free of mechanical errors, although a few may be present.
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5.0 %Research Citations (In-text citations for paraphrasing and direct quotes, and reference page listing and formatting, as appropriate to assignment and style) No reference page is included. No citations are used. Reference page is present. Citations are inconsistently used. Reference page is included and lists sources used in the paper.
Sources are appropriately documented, although some errors may be present Reference page is present and fully inclusive of all cited sources. Documentation is appropriate and citation style is usually correct. In-text citations and a reference page are complete and correct. The documentation of cited sources is free of error. Total Weightage 100% Bottom of Form Backwards and Forwards (Outline) 1.
Action “occurs when something happens that makes or permits something else to happen.†Actions are a play’s primary building blocks. 2. What happens next? “A play is like a series of dominoes: one event triggers the next.†(Never skip a step) 3. Backwards.
“Going forwards allows unpredictable possibility. Going backwards exposes that which is required.†A domino can fell only the domino next to it. 4. Stasis and Intrusion. Stasis is an unchanging stability; intrusion is a pushing, thrusting, forcing in.
Dramatic stasis is upset by intrusion until a new stasis can be secured, often then intruded upon again. This pushes the action forward. 5. Conflict and obstacles. A play’s conflict is between what somebody wants and whatever hinders that want (the obstacle).
6. Ignorance is bliss. Why its best not to read a play before going to see it! The core of dramatic tension lies in withholding information from the audience. 7.
Things theatrical. Important information is conveyed in the heightened moments. 8. Exposition. Exposition must be directly relevant to the action.
Two kinds: 1. Information known to everyone in the play; 2. Information known only to some. 9. Forwards.
Anything that arouses an audience’s interest in things yet to come. 10. Character. A character is revealed only through actions. A scripted character is nothing more than an outline.
11. Image. Something we already know or can easily be told that is used to describe, illuminate, or expand upon something we don’t know or cannot easily be told. 12. Theme.
Not what a play means, nor the “purpose†of a play. Theme is a result. Look for it last.
Paper for above instructions
Title: Competing Visions in Healthcare Stakeholder DynamicsIntroduction
The healthcare delivery system is a complex web of interactions among various stakeholders. These stakeholders, including government organizations, healthcare providers, insurers, and patients, each possess unique visions and interests that can frequently conflict with one another. This paper aims to compare and contrast these competing visions, highlight areas of conflict, and propose strategies to resolve these conflicts within the delivery system, ultimately enhancing the quality of care provided to patients.
Competing Visions Among Stakeholders
1. Government Organizations: The government's primary objective is to ensure public health and provide equitable access to healthcare services. Policies aimed at cost control, preventive care, and increasing access to services are often enacted. However, government regulation can sometimes be seen as cumbersome by healthcare providers, who argue that bureaucratic processes may hinder their ability to deliver swift care (Borkowski et al., 2020).
2. Healthcare Providers: Providers, including doctors, nurses, and hospitals, prioritize quality patient care and financial sustainability. They advocate for a healthcare system that compensates them fairly for their services while ensuring minimal administrative burdens. The conflict arises when providers feel that government regulations or insurance policies limit their autonomy and ability to function effectively (Sinsky et al., 2019).
3. Insurance Companies: Insurers aim to maintain profitability while providing a range of coverage options. The tension often comes from their need to restrict costs, which can lead to practices like prior authorizations or claim denials that healthcare providers and patients perceive as barriers to necessary care (Miller et al., 2021). Patients often experience conflict when insurers deny claims or impose steep out-of-pocket costs.
4. Patients: Patients want accessible, affordable, and high-quality healthcare. Their vision is often rooted in the need for immediate and comprehensive care. Conflict arises when patients face systemic barriers such as high costs, long wait times, or insufficient information about their options (Kullgren et al., 2019). Furthermore, patients may feel marginalized by decisions made by healthcare providers and insurers that affect their care.
Areas of Conflict
1. Cost vs. Quality of Care: One of the most significant areas of conflict involves the tension between cost containment and the provision of high-quality care. While insurers and government entities prioritize controlling costs, healthcare providers emphasize the need for adequate funding to ensure quality care delivery (Bodenheimer & Grumbach, 2016).
2. Autonomy vs. Oversight: Providers often feel constrained by regulations that dictate how they should practice medicine. This oversight can lead to frustrations where healthcare teams feel their clinical judgment is compromised by policies driven by financial or bureaucratic motivations (Berwick, 2016).
3. Transparency vs. Complexity: The insurance landscape is often complex and difficult for patients to navigate. Confounding factors like provider networks and varying levels of coverage can lead to confusion for patients, who might struggle to understand their options or costs. This complexity directly opposes the demand for transparency and simplicity from patients about their healthcare pathways (Kullgren et al., 2019).
4. Access vs. Efficiency: While patients desire timely access to healthcare services, the push for greater efficiency among providers and insurers can result in longer wait times and logistics that strangle patient access to care (Hohm et al., 2019). For instance, so-called "care management" practices may inadvertently delay necessary treatments deemed non-urgent without emphasizing patient realities.
Implications for the Delivery System
These conflicts manifest in multiple ways in the healthcare delivery system. Consequently, the following implications emerge:
1. Reduced Patient Satisfaction: Mismatched priorities among stakeholders can lead to a fragmented care experience for patients. For example, long wait times, denied claims, and lack of communication often frustrate patients, leading to dissatisfaction and decreased trust in the system (Davis et al., 2020).
2. Burnout Among Providers: Constantly navigating bureaucracy, insurance demands, and the pressures of patient care can lead to provider burnout. This phenomenon can degrade the quality of care provided, as overwhelmed healthcare providers might struggle to deliver the attention or empathy that patients require (Shanafelt et al., 2019).
3. Increased Healthcare Costs: When conflicts result in inefficient care delivery, healthcare systems often incur additional costs. Inefficiencies in care coordination, redundant testing, and prolonged recovery times due to obstructive policies can exacerbate healthcare spending significantly (Hernandez et al., 2020).
Strategies for Resolution
1. Stakeholder Engagement: Engaging various stakeholders in the decision-making process can help bridge gaps between differing visions. A forum that includes representation from providers, insurers, government entities, and patient advocates can facilitate better understanding and cooperation (Harrison et al., 2020).
2. Telehealth and Technology Integration: Leveraging technology can enhance efficiency and access simultaneously. Telehealth services can reduce wait times and improve access for patients, while enabling providers to deliver care in a more flexible and efficient manner (Woods et al., 2020).
3. Value-Based Care Models: Transitioning from fee-for-service models to value-based care can help align the interests of multiple stakeholders. Value-based care emphasizes patient outcomes over the volume of services rendered, promoting collaborative efforts between providers and insurers to manage care effectively while controlling costs (Porter, 2018).
Conclusion
Understanding and addressing the competing visions among healthcare stakeholders is vital for improving the delivery system. Recognizing conflicting interests, coupled with employing collaborative strategies, can pave the way towards a more effective and patient-centered healthcare framework. As various stakeholders work toward the same end—providing quality care—the resolution of conflicts will lead to a more efficient, transparent, and satisfactory healthcare experience for all parties involved.
References
Bodenheimer, T., & Grumbach, K. (2016). Understanding Health Policy: A Clinical Approach. McGraw-Hill Education.
Berwick, D. M. (2016). The Triple Aim: Care, Health, and Cost. Health Affairs, 28(3), 750-754.
Borkowski, N., Bagnasco, A., & Phelan, M. (2020). Organizational Behavior in Health Care. Jones & Bartlett Learning.
Davis, K., Stremikis, K., & Squires, D. (2020). Mirror, Mirror 2020: Reflecting Poorly - Health Care in the United States Compared to Other High-Income Countries. The Commonwealth Fund.
Harrison, R., Walton, M., & Manias, E. (2020). The Importance of Stakeholder Engagement: A Case Study of an Initiative to Improve Emergency Department Care for Patients with COPD. Journal of Clinical Nursing, 29(19-20), 3873-3881.
Hernandez, I., Le, Le M., & Bosworth, H. (2020). The Impact of Unwarranted Healthcare Services on Costs: Direct and Indirect Estimates from a Pharmacotherapy Perspective. Journal of the American Pharmacists Association, 60(4), 546-553.
Hohm, K., Pohl, L., & Frick, C. (2019). The Impact of Administrative Burden on Access to Care and Quality of Care. International Journal of Health Services, 49(3), 490-508.
Kullgren, J. T., McLaughlin, C. G., & Weidmer, B. A. (2019). Patients’ Understanding of Health Insurance Matters: Evidence and Implications. Health Affairs, 38(3), 436-444.
Miller, H. D., & McGowan, J. (2021). Understanding the Effects of Prior Authorizations on Patient Care. Journal of Health Economics, 72, 102301.
Porter, M. E. (2018). Value-Based Health Care Delivery. Annals of Internal Medicine, 148(3), 642-644.
Shanafelt, T. D., & Noseworthy, J. H. (2019). Executive Leadership and physician well-being: Nine organizational strategies to promote engagement and reduce burnout. Mayo Clinic Proceedings, 94(2), 303-311.
Sinsky, C. A., et al. (2019). Allocation of Physician Time in Ambulatory Practice: A Time and Motion Study in 4 Specialties. Annals of Internal Medicine, 171(9), 763-772.
Woods, S. N., Haynes, S., & Moyer, V. A. (2020). Telehealth for Patients: A Review of Benefits, Barriers, and Practical Tips. Journal of General Internal Medicine, 35(6), 1672-1678.