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The Trust Crisis in HealthcareCauses, Consequences, and Cures$
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David A. Shore

Print publication date: 2006

Print ISBN-13: 9780195176360

Published to Oxford Scholarship Online: September 2009

DOI: 10.1093/acprof:oso/9780195176360.001.0001

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Building Trust in a Healthcare System

Building Trust in a Healthcare System

Chapter:
(p.172) 17 Building Trust in a Healthcare System
Source:
The Trust Crisis in Healthcare
Author(s):

Michael J. Dowling

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195176360.003.17

Leaders of the healthcare industry must be active in helping to restore patient trust. Unfortunately, healthcare executives are often more focused on lobbying for higher reimbursements than building trust. Seeking higher revenue is valid within reason, but this chapter argues that healthcare organizations should focus on factors they can control, such as improving operations and hospital management. The chapter uses experiences from the North Shore-Long Island Jewish (LIJ) Health System to discuss what executives can do to build trust, without more money. The suggestions given include earning trust from employees, as well as patients; encouraging continuous learning, leadership, and innovation among employees; building personal relationships with employees; and improving all aspects of service, not just medical care.

Keywords:   patient trust, healthcare executives, hospital management, healthcare operations, trust in healthcare employees

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