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Shared Decision Making in Health CareAchieving evidence-based patient choice$
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Glyn Elwyn, Adrian Edwards, and Rachel Thompson

Print publication date: 2016

Print ISBN-13: 9780198723448

Published to Oxford Scholarship Online: September 2016

DOI: 10.1093/acprof:oso/9780198723448.001.0001

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Implementing shared decision making

Implementing shared decision making

An organizational imperative

Chapter:
(p.24) Chapter 5 Implementing shared decision making
Source:
Shared Decision Making in Health Care
Author(s):

William A. Nelson

John J. Donnellan

Glyn Elwyn

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198723448.003.0005

This chapter examines the role of a health care organization’s governance, leaders, and managers, in collaboration with clinicians, in creating the culture and practices that ensure shared decision making (SDM) is implemented routinely. Although the process of SDM occurs in interactions between a patient and their clinical provider, these encounters take place in a context—a complex and multi-layered health care delivery system. We argue that effectively transforming the culture of a health care delivery system to one in which SDM is normative demands active engagement and oversight by the organization’s board, senior executives, and departmental managers, working in partnership with clinical leaders and front-line health care providers. Organizational leaders must recognize and address barriers to SDM to ensure SDM is consistently applied in the daily practice of providing patient-centred care.

Keywords:   Shared decision making, organizational ethics, executives, informed consent, medical ethics

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