Critical Thinking Assignment Sample

1.0 Introduction - Critical Thinking Assignment

Person-centered care is considered a critical component of health systems. Person-centered care is therefore considered an important part of the "health system” that helps to build a link between the persons who are receiving the care along the person who provides the "person-centered” care. This paper mainly tried to identify the complex characteristics of the "person-centered approaches” by using the trial and error method (Kuluski et al. 2021). The first section of this paper identifies the core concepts of the "person-centered” approach and the second section considers how the adoption of the "adaptive types of leadership principles” provides a barrier to providing the "person-centered care” for the "health system”. Finally, this paper focuses on the identification of the illustration of the "adaptive leadership principles” in providing the "person-centered care” delivery approaches.

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1.1 Background and Purpose

Purpose and relevance

"Person-centered care” is one type of partnership approach that arises between the care providers and the patients to mitigate the patient's preferences, specific needs, and expectations from the caregivers. "Person-centered care” implies the relationship between organizational leaders and the care providers.

Therefore, the key purpose of this present research study is to reflect the concepts of "person-centered care” and the role of adaptive leadership for providing front-line delivery care.

Aim of the article

The main aim of this present research article was to identify the effectiveness of adaptive leadership for supporting "person-centered care” for people who need multiple care.

The link between "adaptive leadership” and the” person-centered care”

In other words, "Person-centered care” is taken as a traditional model that provides expert care based on disease-related issues. Therefore the relationships between the caregivers and the patients are considered the fundamental component of the "person-centered care” approach. The author also defined "adaptive leadership” as a framework which is developed by Martin Linsky and Ron Heifetz 30 years ago. Failure of the "adaptive problems” is taken under the "technical problem” which can be managed through filing the programmatic solutions (Anderson et al.2020). The technical problem might be health care problems of replacement of fault in heart valve and repairing the broken hip. These types of technical problems can be solved but solving the "adaptive challenges” is considered more difficult. However, the key challenge faced in the "Person-centered” approach arises due to the lack of stepping back between the patients and care providers.

2.0 Literature review

Peer Review

The per-review section helps to identify how adaptive leadership helps to improve the "person-centered care” for persons at the advanced level. The given peer review helps to identify the role of the "person-centered acre” in terms of the adoption of the "adaptive leadership” strategy especially in the context of complex types of care needed by persons.

"Person-centered care” is considered a vital component of the "Health systems” in different countries. Kuluski et al. (2021) tried to reflect the two key concepts of "adaptive leadership” and "person-centered care” in healthcare systems (Kuluski et al. 2021). This article also tried to identify the advanced relationship between the "advanced person-centered care” approach and the "adaptive leadership” from the "front-line” organizational level. This article also highlighted the different types of features of the "adaptive leadership” strategy which are separated from the "technical solutions”. Finally, the article highlights the illustration of the application of "adaptive leadership” for the "front-line caring system”.

3.0 Methodology

This research article followed the qualitative deductive approaches for identification of the key relationship between "adaptive leadership” and the "person-centered approaches” (McKimm et al. 2020). Therefore, this research article divides the entire section into three main categories.

4.0 Result and Analysis

The first section of this research article discusses the relationship between the two key concepts of "adaptive leadership” and the "Person-centred care”. In this first section, the article identified that "person-centered care” is considered a partnership between the care providers and the patients by which the expectations, preferences, or needs of the patients can be identified (Schulze and Pinkow, 2020). The concept of the "Patient-centered or person-centered” can be easily identified by the work of Michale Balint and Carl Rogers (Kuluski et al. 2021). This Patient-centered care is related to client-centered therapy. This article also clarifies that implementation of the "person-centered care” not only related to individual skills development but also it is related to the leadership supports that are created from the practice environment.

The second section of this article focuses on the translation of "person-centered care” and the "adaptive leadership principles”. This section also discussed that there might be some different preference patterns between the caregivers and the patients for planning the decision-making approaches (Lewandowski et al. 2021). The "adaptive leadership skills” must require some guidance for the caregivers and patients to overcome their challenges. Most of the time. The "caregivers” faced challenges due to the existence of the team boundaries for working in a team. Another major challenge that is faced by the "caregivers” is funding limitations, policy barriers, and eligibility criteria.

The third section focuses on the identification of the adoption strategy of "adaptive leadership principles” for providing adequate support to "person-centered care”. This section highlighted that the "organizational leaders” have a major role in helping the caregivers, patients, and care providers.

5.0 Discussion

The above section describes the two concepts of the "adaptive leadership” and the "person-centered care” approaches. The peer review analysis helps to identify the person-centered approaches required the tools and the necessary components for "adaptive leadership” (Kuluski et al. 2021). Therefore, "adaptive leadership” also requires some supportive guidelines from the organization's context. Identification of the relationship between "adaptive leadership” and "person-centered care” helps to identify the key challenges and the adaptive capacity that are related to the front-line basis of clinical care (Peters et al. 2020). In the second section, it is identified that the adoption of the changes might help to overcome the adaptive challenges between "adaptive leadership” and the "person-centered care”.

5.1 Supporting evidence

Figure 1: Process of translation of "leadership concept” to "Person-centered care”

(Source: Kuluski et al. 2021)

The above table explains the relationship between the "adaptive leadership” and the "person-centered care” approaches (Kuluski et al. 2021). The organizational policies, culture, and practice help to improve the challenges faced in "adaptive leadership” and the "person-centered care”.

6.0 Conclusion and Recommendations

6.1 Conclusion

The above paper tries to identify the relationship between "person-centered care” and adaptive leadership”. This article mainly emphasizes the principles that are used to address "person-centered care” and "adaptive leadership”. The "adaptive leadership” and the "person-centered care” needs the support from the organizational context. Finally, the article found that caregivers, patients all are categorized under the "adaptive leadership” approaches.

6.2 Recommendation

The above research article mainly emphasizes on identification of the two main relationships the "adaptive leadership” and the "person-centered” approaches. Adoption of the systematic analysis is absent in this research article which lowers the relevance of the relationship between the two parts of the "adaptive leadership approach” and the "person-centered” process. The absence of an adequate example of the improvement process also needs to develop for identification of the relationship between this two context of "adaptive leadership” and "person-centered care” in organization national context.

Reference list

Journals

• Anderson, J.E., Ross, A.J., Macrae, C. and Wiig, S., 2020. Defining adaptive capacity in healthcare: a new framework for researching resilient performance. Applied Ergonomics, 87, p.103111.
• Kuluski, K., Reid, R.J. and Baker, G.R., 2021. Applying the principles of adaptive leadership to person‐centred care for people with complex care needs: Considerations for care providers, patients, caregivers and organizations. Health Expectations, 24(2), pp.175-181.
• Lewandowski, R.A., Lewandowski, J.B., Ekman, I., Swedberg, K., Törnell, J. and Rogers, H.L., 2021. Implementation of person-centered care: a feasibility study using the WE-CARE roadmap. International journal of environmental research and public health, 18(5), p.2205.
• McKimm, J., Redvers, N., El Omrani, O., Parkes, M.W., Elf, M. and Woollard, R., 2020. Education for sustainable healthcare: leadership to get from here to there. Medical teacher, 42(10), pp.1123-1127.
• Peters, V.J., Meijboom, B.R., Bunt, J.E.H., Bok, L.A., van Steenbergen, M.W., de Winter, J.P. and de Vries, E., 2020. Providing person-centered care for patients with complex healthcare needs: A qualitative study. PLoS One, 15(11), p.e0242418.
• Schulze, J.H. and Pinkow, F., 2020. Leadership for organisational adaptability: How enabling leaders create adaptive space. Administrative Sciences, 10(3), p.37.

Author Bio

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