Koch R, Cairns J M, Brunk M
Virginia Department of Mental Health, Mental Retardation and Substance Abuse Services, USA.
Behav Healthc Tomorrow. 1998 Jun;7(3):29-31, 62.
Outcomes management requires the active participation of clinical staff and/or network providers to succeed. They form the bedrock of the system, since they are the ones who most typically administer the outcomes assessment questionnaires to consumers, encourage them to complete them, and respond to questions and complaints about them. Resistance from clinicians can cause even the most well-designed outcomes management system to fail. Yet with the application of several basic principles, organizations can maximize active participation from its clinicians to operate a dynamic outcomes management system. The authors of this article describe the principles involved, and the action steps necessary to implement them. These principles include: articulate the value of the outcomes management system, involve clinical staff in its design, make it relevant to treatment goals, assure clinicians the system will not be used punitively, show them how it will be used to improve treatment, obtain staff feedback routinely on how the system is working, and demonstrate how the organizational culture from top management down uses the outcomes information to make decisions.
结果管理要取得成功，需要临床工作人员和/或网络供应商的积极参与。他们构成了该系统的基石，因为通常是他们向消费者发放结果评估问卷，鼓励他们完成问卷，并回答有关问卷的问题和投诉。临床医生的抵触可能导致即使是设计最完善的结果管理系统也失败。然而，通过应用一些基本原则，组织可以最大限度地促使临床医生积极参与，从而运行一个动态的结果管理系统。本文作者描述了其中涉及的原则以及实施这些原则所需的行动步骤。这些原则包括：阐明结果管理系统的价值；让临床工作人员参与系统设计；使其与治疗目标相关；向临床医生保证该系统不会被用于惩罚目的；向他们展示该系统将如何用于改进治疗；定期征求工作人员对系统运行情况的反馈；以及展示从上至下的组织文化如何利用结果信息进行决策。
