External cost pressures motivate the adoption of case management (CM) at Beth Israel Deaconess Medical Center (BIDMC), but several of the organization of the main professional groups are working against them. President and CEO David Dolins must decide whether CM is required, and whether it is with the employee and patient-centered culture, on the BIDMC has built its success. CM has been touted in the health industry as a way to coordinate the complex, multidisciplinary process … Read more »

External cost pressures motivate the adoption of case management (CM) at Beth Israel Deaconess Medical Center (BIDMC), but several of the organization of the main professional groups are working against them. President and CEO David Dolins must decide whether CM is required, and whether it is with the employee and patient-centered culture, on the BIDMC has built its success. CM has been touted in the health industry as a way to complex, multi-disciplinary process of patient care, hoping to control costs without having to coordinate the quality. CM creates a new role, which is above the established disciplines – doctors, nurses, and social workers – to coordinate their activities and to monitor their performance. The case describes the threat posed by CM The professional status of doctors, social workers and nurses asked. In addition, examined the mechanisms for coordination already in place – care pathways, primary nursing, care management teams and IT systems -. And ask if CM is required
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from
Jody Hoffer Gittell,
Julian Wimbush,
Kirstin Shu
Source: Harvard Business School
23 pages.
Release Date: 8 February 1999. Prod #: 899 213 PDF-ENG
Beth Israel Deaconess Medical Center: Coordinating Patient Care HBR case solution