Describes the Spine Center at Dartmouth-Hitchcock Medical Center, a multidisciplinary unit that patients suffering from diseases of the spine, “one-stop” access to a range of providers, including orthopedic surgeons, neurosurgeons, neurologists, specialists in physical medicine and pain management, mental offers health care providers, and labor and physical therapists. The center was to address what its founder, James Weinstein, MD, as the uncoordinated and inefficient delivery o saw … Read more »

Describes the Spine Center at Dartmouth-Hitchcock Medical Center, a multidisciplinary unit that patients suffering from diseases of the spine, “one-stop” access to a range of providers, including orthopedic surgeons, neurosurgeons, neurologists, specialists in physical medicine and pain management, mental offers health care providers, and labor and physical therapists. The center was to address what its founder, James Weinstein, MD, as did the uncoordinated and inefficient delivery of spine care in the United States. The center accented with non-surgical treatments (eg, physical therapy and exercise, behavior therapy, analgesic drugs) either as an addition or as a replacement for surgery, and the patients were actively pursue in the process of determining what type of nursing intervention. In addition, Weinstein and his colleagues collected data from the center of the clinical practice for academic research on the outcomes and cost-effectiveness of different approaches to perform the treatment. The case provides a critical analysis of the Spine Center unique care concept to delivery and provides an opportunity to study the applicability of this model in other clinical areas.
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from
Robert S. Huckman,
Michael E. Porter,
Rachel Gordon,
Natalie Kindred
Source: Harvard Business School
32 pages.
Release Date: 11 March 2009. Prod #: 609016-PDF-ENG
Dartmouth-Hitchcock Medical Center: Spine Care HBR case solution