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41#
發(fā)表于 2025-3-28 16:24:01 | 只看該作者
Ruqaiyyah Siddiqui,Naveed Ahmed Khanians usually provided a diagnosis to explain the patient’s symptoms and an estimate of future problems and life expectancy – a prognosis. Diagnostic tests and treatments were limited by today’s standards. Patients expected little more from their physicians because this was the way it had always been
42#
發(fā)表于 2025-3-28 18:48:28 | 只看該作者
Genetic and Genomic Resources of Chestnut,petition, and profits. These values are deeply rooted in US healthcare, as they are in our society more generally. This is the American Way, where relatively little attention is paid to teamwork or a sense of the common good. Our health care is uniquely expensive and ineffective compared to other de
43#
發(fā)表于 2025-3-29 00:23:10 | 只看該作者
Prospect Theory and Negotiationignores copious statistical evidence to the contrary, as well as the less quantifiable but critically relevant stress and suffering of physicians and patients caught in the current chaos. Our challenge: getting from where we are to a better future by skillfully managing change.
44#
發(fā)表于 2025-3-29 03:41:02 | 只看該作者
https://doi.org/10.1007/978-94-6300-588-3ease controlled by treatments that strike the best balance between efficacy and safety. They need this to occur now (actual yesterday) – not wait 15 years until we can transform best knowledge into routine best practice.
45#
發(fā)表于 2025-3-29 10:27:02 | 只看該作者
st either manage complexity, or their performance will be degraded by it. The complexity of health care has exploded in the last 50-plus years, as the Institute of Medicine has documented, and as described in Part I. More often than not, performance degradation has outpaced management of complexity
46#
發(fā)表于 2025-3-29 13:37:05 | 只看該作者
Negotiating Gendered Identities at Workrement between health policy experts and government planners on the one hand and the providers of care on the other. This might be considered the “second quality chasm”. The train full of researchers, planners, and payers is miles down the tracks, while the train for the physicians who provide the c
47#
發(fā)表于 2025-3-29 18:51:43 | 只看該作者
48#
發(fā)表于 2025-3-29 20:36:23 | 只看該作者
49#
發(fā)表于 2025-3-30 01:52:21 | 只看該作者
https://doi.org/10.1007/978-3-030-77946-7ets; the overlap of its clinical implications onto other medical conditions such as vascular, renal, ophthalmologic, and neurologic diseases; and the need to extend treatments beyond mere medication prescription into the challenging realm of patient self-management training and lifestyle changes.
50#
發(fā)表于 2025-3-30 04:46:21 | 只看該作者
https://doi.org/10.1007/978-3-031-38107-2ose Kaiser because of its integrated model of care and its commitment to using information technology to manage patients. Within Kaiser, I have never had to worry about variable reimbursement and conflicting financial priorities getting in the way of my providing necessary care and working with my c
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