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K Darr

Publications and source records attributed to K Darr.

At least 19 recordsLinked to original sources
PubMed2000

Acute care hospitals and community health.

Hospital boards and executives must resist the pressure to become all things health in the community. Hospital executives must educate their boards about the importance of concentrating on their core business and avoiding entangling and potentially risky ventures in peripheral and unrelated activities. They can and should participate in community health initiatives, but such efforts should, at most, be incidental to delivery of acute care services. The Drucker quote at the beginning of this column should be a warning to all who would venture even a short distance from their core business.

Community Health Planning↗
PubMed1999

Implementing advance directives: a continuing problem for provider organizations.

It has been suggested that widespread use of advance directives might encourage systematic rationing of healthcare, especially to the elderly. If a right to die becomes a duty to die, the living will and its progeny have become a Frankenstein monster. Indeed, public statements by state and federal officials that the elderly should be required to have living wills raised a storm of protest in the past. Regardless of true motives, such suggestions tend to be seen by the public as motivated by economics. The organization must be alert to the issues raised by advance directives. Managers are obliged to obey the law. Beyond that, however, they should work to enhance patient autonomy by facilitating preparation and availability of advance directives and surrogate decision making, should that become necessary.

Advance Directives↗
PubMed1996

Blessed are the flexible: the George Team.

Our educational efforts produced several intersecting interdisciplinary groups: faculty, students, faculty/students and our community sites, with faculty, clinical staff, and students. As we worked through the issues, these interdisciplinary teams found that commitment to change, caring for patients, and open, honest communication were essential to keeping the project teams on track. We have increased our understanding of both the complexity and value of interdisciplinary collaborative education. The LIT faculty provided the initial guidance and support, the students energized the process, and our community sites made our learning and our contributions readily available to our patient populations. It is not easy to learn and teach the language and tools of continuous improvement, but doing so infinitely improves the educational process and the clinical outcome. We must learn to carefully listen to each other so that our patients can fully reap the benefits of our interdisciplinary team efforts. As a result of what we learned, the members of the George Team have expanded our motto to "Blessed Are the Flexible--and the Perseverant!"

Community Health Services↗
PubMed1996

Limits of loyalty.

Explore the source record for details and available documents.

Duty to Warn↗