ABSTRACT
This study examines how newspapers in six countries frame the COVID-19 pandemic. The quantitative content analysis shows that most articles were written with a “consequence” or a “collective action” frame and portrayed the pandemic in a social and national context. Journalists used thematic and loss frames more often than episodic and gain frames. Framing differed between countries. Pakistani articles had a social justice perspective. South Korean and South African journalists employed the collective action frame more than other countries. German articles used gain more than loss frames. South Korean and Argentinian journalists used the individual action frame the least and focused stronger on the future than journalists in other countries. U.S. articles used the uncertainty frame more than articles from other countries. These differences might help understand the different approaches countries take in trying to manage the spread of the virus and give some insights into how people across the world take different actions. © 2022 (Shumaila J. Bhatti, Paul P. Billinson, Lauren A. Cornell, Ashmita Das, Courtney Gammon, Lauren O. Kelly, Jeongwon Yang, and Silje Kristiansen).
ABSTRACT
Background: The COVID-19 crisis provided an opportunity for shared learning across CF centers in the CF Learning Network (CFLN). The CFLN is a group of CF Foundation-accredited care programs led by people with CF (PwCF), their families, and clinicians. The teams learn from each interaction between clinicians and PwCF using quality improvement (QI) tools, data, and shared tests of change. QI work is focused on co-produced, interdisciplinary (IDC) care. At the onset of the pandemic, the CFLN network leadership team (NLT) and operations team shifted from prior QI work to develop a telehealth innovation lab (ilab) to maximize shared learning. We describe the innovation structure, team engagement, and shared learning across sites in the telehealth ilab. Aim: Increase percent of co-produced, IDC telehealth visits from 55 to 95% by May 31, 2020. Methods: The NLT designed the ilab structure in 3 weeks, compared to 3-6 months from prior ilab designs. An innovation model was used to determine the aim, measures, interventions and tests of change for the ilab. The initial key drivers and interventions prioritized were IDC and patient and family shared agenda setting at virtual visits. CFLN team participation was voluntary. Teams were allowed to choose one or both interventions with data submission expected for both interventions. Expectations included weekly huddle attendance, data collection, and orchestrated tests of change. Early tests included processes for IDC, agenda setting, and response to patient feedback. Teams shared learning in a collaborative platform. Teams able to execute reliable processes at 80% of visits presented their work during weekly huddles to benchmark learning. Results: Twenty-nine of 39 CFLN teams enrolled in the telehealth ilab. Over 4 weeks, teams submitted an average 1.2 tests of change per week. As of May 31, IDC team members joined 1265 of 1931 virtual visits across all teams (median 66%). This measure excluded the provider and nursing staff. Of those same virtual visits, 1136 visits (median 59%) included shared agenda-setting among the team, patients and families. Reliable processes shared were virtual team rooms, clinic flow facilitators, and surveys for patient feedback. Conclusions: The CFLN teams were highly engaged in sharing of rapid telehealth innovations. Although the aim to increase IDC and agenda setting in virtual visits did not reach goal, the ilab provided dynamic, data-driven learning to maintain team engagement and meet the needs of PwCF and their families. The lab structure will continue in order to meet the changing challenges of the pandemic and institutional barriers such as staff re-assignment, furloughs, and resumption of in-person care. The revised aim of the lab will continue interventions related to IDC and agenda setting while expanding the scope to include visits with both in-person and virtual visits with interdisciplinary team members.