ABSTRACT
Functional somatic symptoms refer to physical symptoms that cannot be (bio) medically explained. The pattern or clustering of such symptoms may lead to functional syndromes like chronic fatigue syndrome, fibromyalgia, irritable bowel syndrome, among many others. Since the underlying pathophysiology remains unknown, several explanatory models have been proposed, nearly all including social and psychological parameters. These models have stimulated effectiveness studies of several psychological and psychopharmacological therapies. While the evidence for their effectiveness is steadily growing, effect-sizes are at most moderate and many patients do not benefit. We hypothesize that the context in which interventions for functional somatic symptoms are delivered substantially influences their effectiveness. Although this hypothesis is in line with explanatory models of functional somatic symptoms, to our knowledge, studies primarily focusing on the influence of contextual aspects on treatment outcome are scarce. Contextual research in the field of somatic symptoms has (irrespective whether these symptoms can be medically explained or not), however, just begun and already yielded some valuable results. These findings can be organized according to Duranti's and Goodwin's theoretical approach to context in order to substantiate our hypothesis. Based on this approach, we categorized empirical findings in three contextual aspects, i.e. 1) the setting, 2) the behavioural environment, and 3) the language environment. Collectively, some support is found for the fact that early identification of patients with functional somatic symptoms, starting treatment as soon as possible, having a neat appearance and an organized office interior, a warm and friendly nonverbal approach and a language use without defensiveness are contextual parameters which enhance the assessment by the patient of the physician's competence to help. Nonetheless, in vivo studies addressing the most aspects, i.e. nonverbal behaviour and language, are needed for better understanding of these contextual aspect. Moreover, future research should address to what extent optimizing contextual aspects improve care for functional somatic symptoms.
Subject(s)
Fatigue Syndrome, Chronic , Fibromyalgia , Irritable Bowel Syndrome , Medically Unexplained Symptoms , Fatigue Syndrome, Chronic/therapy , Fibromyalgia/therapy , Humans , Irritable Bowel Syndrome/therapy , Somatoform Disorders/therapyABSTRACT
OBJECTIVE: To determine the opinion of chief executive officers (CEOs) and physicians in public hospitals concerning new managerial trends. METHODS: We performed a qualitative study designed to determine the opinion of CEOs and physicians on the organizational innovations that affect more than one level of health management intervention. In-depth semi-structured interviews were conducted to identify behavior, experiences, opinions, knowledge and other personal and institutional aspects related to the study's aim. Focus groups (two study groups and one control group) were also used. Interaction between groups was used to obtain different types of information on the development of ideas, operational capacity, and the degree of consensus and disagreement on the subjects discussed. RESULTS: Comparison between the control and the study groups revealed that the new management trends added value in the following areas: economy of contracts, delegation, administrative decentralization, incentives, risk avoidance, process re-engineering, heath care continuity, competitiveness, leadership, information systems and client centeredness. CONCLUSIONS: Physicians are showing increased interest in organizational innovations while CEOs are ambivalent about their changing role and respective responsibilities. There is evidence of resistance to change. There is no single institutional model; institutional design depends on internal factors (cohesion and leadership) and external factors (environment, size and technology). The incipient development of innovations reveals the need for changes in the style and characteristics of management structure (composition, functions, responsibilities).
Subject(s)
Attitude of Health Personnel , Hospitals, Public/organization & administration , Organizational Innovation , Chief Executive Officers, Hospital/psychology , Focus Groups , Health Services Research/methods , Interviews as Topic , Medical Staff, Hospital/psychology , Qualitative Research , SpainABSTRACT
Objetivo: Conocer la opinión de directivos y clínicos de hospitales públicos sobre los institutos clínicos. Métodos: Estudio cualitativo que trata de responder a preguntas realizadas a gerentes y clínicos sobre las innovaciones organizativas que afectan a más de un nivel de intervención de la gestión sanitaria. Se aplican como técnicas: a) entrevistas en profundidad semiestructuradas con la finalidad de señalar los comportamientos, experiencias, opiniones, conocimientos y otros aspectos personales e institucionales objeto del estudio, y b) grupos de discusión, con un grupo de discusión control y dos grupos de discusión estudio se busca la interacción de los grupos para obtener distintos tipos de información relativos al desarrollo de las ideas, operatividad, grado de consenso y disenso en los temas tratados. Resultados: Realizada la comparación entre el grupo de control y los grupos de estudio, se pone de relieve que las nuevas formas organizativas incrementaron el valor en los siguientes conceptos: economía de contratos, delegación de funciones, descentralización administrativa, incentivación, aversión al riesgo, reingeniería de procesos, continuidad asistencial, competitividad, liderazgo, sistemas de información y orientación al cliente. Conclusiones: Existe un creciente interés de los clínicos por las innovaciones organizativas hospitalarias, postura ambivalente en los gestores clínicos ante los cambios de rol de sus respectivas responsabilidades. Se evidencia la resistencia a los cambios. No existe un modelo único de 'instituto', dependiendo los modelos existentes de influencias particulares en cuanto a factores internos (cohesión y liderazgo) y externos (entorno, tamaño y tecnología). El incipiente desarrollo de innovaciones pone de relieve la necesidad de cambios en el estilo y naturaleza de la estructura directiva (composición, funciones, responsabilidades) (AU)
Objective: To determine the opinion of chief executive officers (CEOs) and physicians in public hospitals concerning new managerial trends. Methods: We performed a qualitative study designed to determine the opinion of CEOs and physicians on the organizational innovations that affect more than one level of health management intervention. In-depth semi-structured interviews were conducted to identify behavior, experiences, opinions, knowledge and other personal and institutional aspects related to the study's aim. Focus groups (two study groups and one control group) were also used. Interaction between groups was used to obtain different types of information on the development of ideas, operational capacity, and the degree of consensus and disagreement on the subjects discussed. Results: Comparison between the control and the study groups revealed that the new management trends added value in the following areas: economy of contracts, delegation, administrative decentralization, incentives, risk avoidance, process re-engineering, heath care continuity, competitiveness, leadership, information systems and client centeredness. Conclusions: Physicians are showing increased interest in organizational innovations while CEOs are ambivalent about their changing role and respective responsibilities. There is evidence of resistance to change. There is no single institutional model; institutional design depends on internal factors (cohesion and leadership) and external factors (environment, size and technology). The incipient development of innovations reveals the need for changes in the style and characteristics of management structure (composition, functions, responsibilities) (AU)
