Devising Health Care Policy for the Future

DevisingHealth Care Policy for the Future

DevisingHealthCare Policy for the Future

Thechallenges and dynamisms facing the world`s healthcare organizationare forcing the need for creative and innovative policy that addresspossible future health challenges. It is for this reason that in thepolicy document, a unified workforce will be an agenda, and futureway of hand illness and their comorbidities will be devised. Workingwith a non-unified workforce who are not strongly aligned with theculture will not deliver the desired results, and if they do, thecosts will be uneconomical and unreasonable (Vogel, Kanzler et al.,2016). The current healthcare service industry is dynamic, and theconsumers demand accurate and timely diagnosis with raising number ofcomorbidities Thus, there has been a need to devise a healthcarepolicy for the future that address the unique nature of the presentillnesses.

Reasonsfor Devising Future Policy

Accordingto Kamel Boulos, Giustini and Wheeler (2016), there is a need todevelop a policy that will factor in the contemporary issues like newcommunication platforms, new surgical methods and technologicaladvancements for diagnosis and treatment. Electronic medicalattention has facilitated online consultancy and this should beincorporated to include online knowledge management platforms likethe Web 2.0 to facilitate collaboration of health care providers.This will support evidence based care practice and collaborativehealth delivery.

Healthofficers should be persons who get along with the community theyserve and are well and powerfully aligned with the culture of thosepeople for efficient and cost bound service delivery. In the policystrategy, talent selection should consider cross cultural factors asthis will help those in the sector be doing what they love to do withease and understanding (Zelmer, 2013). With the diversity of thepopulations and workplaces, policies should be devised to bridge thegaps and reach out to the minority and the most vulnerable groupsthat for some reasons might pursue non-scientific alternative medicaltreatments.

PolicyRecommendations and Conclusion

Ithas been noted that most urban residents do not struggle to seekmedical services and ignore health practices as there are manyfacilities which are diversionary optional and one would only choosewhere to go for treatment. Future preventive polices should addressnewer approaches to community engagement as well as sensitization onhealth living and burden of related illnesses.

Secondly,the policy should entrench the use of advanced technology to diagnosethe common ailments and check their comorbidities at the same time.Various world-class hospitals have had sophisticated and advancedmedical technology however, the number of deaths occurring due toerrors in medication, misdiagnosis and wrong priority of treatment isalarming. There is need for health care providers to be more vigilantand policy guidelines on diagnosis and manner of dealing withcomorbidities will help in this regard.

Inconclusion, health services delivery should be efficient andeconomical. Further, a health facility should be a one stop shopwhere all issues concerning being healthy, fit and protected fromfuture ailments are taken care of for consultation and treatment.Therefore, the need to have a new policy that takes care of thefuture is important and critical as through its implementations theneed for review and entrench new emerging issues will be done. Thepolicy document will give the actual picture and further will detectfuture issues that may arise hence giving the authorities a futurepicture of healthcare situation.


KamelBoulos, M. N., Giustini, D. M., &amp Wheeler, S. (2016). Instagramand WhatsApp in Health

andHealthcare: An Overview. FutureInternet,8(3),37.

Vogel,M. E., Kanzler, K. E., Aikens, J. E., &amp Goodie, J. L. (2016).Integration of behavioral

healthand primary care: current knowledge and future directions. Journalof Behavioral


Zelmer,J. (2013). Path Dependence and Health Policy: Intersections betweenthe Past and the

Future.HealthcarePolicy | Politiques De Santé,9(1),8-11.

Dealingwith Conflicts in health care institutions

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Diversityof work place is the most powerful tool of creating and sharingknowledge. However, such an environment can become a battlefield ifconflicts remain unchecked every time. Exposure of health careproviders to the professional environment offers opportunities towork with people of different personalities attached to the conceptsof professionalization and socialization. Individuals differ in theirthinking and perspective of work resulting in emotive, personal andintellectual differences that come with various workplace roles andmay often lead to conflicts. Health care organizations haveappreciated the need to deal with conflicts. TheJoint Commission, Hospital Accreditation Program report will informthis essay on established protocol that advices healthcareorganization on how deal with conflict at various levels.

Tableof Contents

Abstract 2

The Nature of Conflict 4

Resolution 4

Exhibits A, B, and C 5

Exhibit A 5

Exhibit B 5

Exhibit C 6

Conclusion 6

References 7

Dealingwith Conflicts in Health Care Institutions

Conflictmanagement is the process by which negative impact of conflict isreduced by shifting the focus to increasing the benefits of itsimpact in the working place. This requires a sensitive mind to beable to identify and deal with conflicts sensibly, justifiably andmore efficiently. Conflicts at a workplace are natural occurrences,but it is crucial that they are understood by the parties involvedand handled amicably. Conflicts arise as a result of everybodystriving to be recognized as the most relevant person while the otheris also endeavoring to achieve the same goal. This paper willconsider manifestation of conflict in places of work and explore thepractical steps listed to address the problem and rescue the qualityof health care.

TheNature of Conflict

Resolvingconflicts is a very diverse and dynamic process as conflicts come invarious forms and from different individuals. Conflicts come alongwith different complexities, and so are the different levels orstages of tackling the conflicts. Battles can range in extent fromsimple misunderstandings and sound arguments in a single meeting andgo to an extreme of long and entrenched hard opposing positions bymedical staff, nurses, administration and regulation bodies (Shin,2009). Depending on the severity of the conflict, a leader or amanager could use various fronted options of communication styles inan attempt to manage the dispute at hand, so that it doesn`tadversely affect the operations on patients` safety and quality ofcare.


Theprinciples required to help in conflict resolution in healthcareorganizations include open communication, being tolerant andaccepting different angles, willingness to accept the existence of aconflict, establishing an environment where mutual respect thriveswhen dealing with the conflict, consistency in conflict resolutionand establishing a process of managing conflict regarding proceduresand policies in the work place (Shin, 2009). Conflict management andresolution require a sober and a decisive mind as it could cost onepeace for the rest of his career if it is not well managed with theranks it has occurred. Its far reaching impact might include burnoutand drain of emotions.

ExhibitsA, B, and CExhibit A

ExhibitA is an establishment of the Joint Commission, Hospital AccreditationProgram. It is a governing body that is vested with among many powersproviding a mechanism within which conflict resolution among hospitalmembers of staff is achieved. The body manages conflicts betweenleadership groups to protect the quality of health services andsafety of care (Dinsdale, 2015). The implementation ensures amicableresolution of conflicts with the help of conflict management expertsfrom within and outside the organization. The policy is implementedwhen a conflict arises and could adversely affect the safety of careto the patients.

Exhibit B

ExhibitB establishes the actions and the jurisdiction of the jointcommission. The areas within which the joint committee should act andthe reasons why the Commission should act in a particular manner anddecide on a matter in a specific direction. The commission developsthe areas which would jeopardize or undermine the culture of safety.The exhibit further talks of the root causes and contributing factorstoward the emergence of conflict in the health care institutions(Posthuma, 2012). There is also the requirement of the existence of ajoint commission, which has new leadership standards beginning 1stJanuary 2009. It delves into the disruptive and unacceptable conductin two of the elements which are that the hospital has the code ofconduct that govern the behavior of the staff, both acceptable andconflicting actions and that the leadership establishes andoperationalizes the process of conflict management.

Exhibit C

ExhibitC shows the areas of conflict occurrence and how staff could engagein conflicting issues and the opportunities for conflict management.The display lists the areas where conflicts arise (Dinsdale, 2015).Also, the exhibit enumerates conflict management drafters` checklist,which shows the purpose of the dispute management policy, the policyprovisions, and the procedure which should be followed in making theconflict resolution a success.


Conflictsare normal occurrences in every institution that is run by humanbeings, but it is more critical when it happens in a Medicare centeras it could jeopardize the culture of patients` safety and care.Therefore, there is a need to have a policy that is proactive so thatit is preventive rather than reactive as only to solve the problemsthat have already arisen. In that breath, the medical services sectorhas established the conflict management policy and procedures asenumerated by exhibits A, B, and C. In Exhibit C, the operational andactualization of the system is evident.


Dinsdale,J. (2015). Alternative dispute resolution trial. VeterinaryRecord,176(22), pp.578-578.

Posthuma,R. (2012). Conflict management and emotions. InternationalJournal of Conflict

Management,23(1), pp.4-5.

Shin,J. (2009). Developing constructive and proactive conflict managementstrategies in

healthcare.CommHealth,2(1), pp.78-94.