Okay, you asked for stories.
Storytelling and innovative organizational structures are distinct but complementary approaches to tackling the problem of providing evidence-based healthcare in hospitals. Both appear to have a great deal of merit. In this paper I have used storytelling as a method to expose and analyze three messages in the paper by Browman and colleagues: 1) it is possible to create a negotiating environment by changing the formal decision-making structure; 2) evidence-based healthcare costs more money; and 3) allowing a trial period for an innovation increases the likelihood that it will be adopted. Two major challenges are, first, to ensure that evidence-based healthcare is valued within both the informal and formal organization; and second, to actively involve the most important stakeholders--patients--at all levels of policy setting in hospitals.
Hodnett
Ellen
E
Perinatal Nursing Research, University of Toronto.
D002170:Canada; D002585:Cesarean Section / Q000451:nursing / Q000706:statistics & numerical data; D003659:Decision Making, Organizational; D004059:Diffusion of Innovation; D019317:Evidence-Based Medicine; D005260:Female; D006298:Health Services Administration; D006302:Health Services Research; D006801:Humans; D017008:Negotiating; D015279:Organizational Culture; D009936:Organizational Innovation; D011247:Pregnancy