Bioethics III. CASE 2 Manguba , Mangubat , Mansukhani , Manzana , Manzano , Maranion , Marayag , Marcelo, Marcial. Case 2.
Manguba, Mangubat, Mansukhani, Manzana, Manzano, Maranion, Marayag, Marcelo, Marcial
The following excerpt is adapted from the book, withdraw a particular therapy depends on the balance between the possible benefits and the potential risks of the treatment, i.e. what is in the patient's best interestsSpeak Your Truth: Proven Strategies for Effective Nurse-Physician Communication, HCPro, Inc. 2004:
When I have a good working relationship with a physician, I feel comfortable approaching him or her, asking questions, and more respected for my own expertise. And the patient also benefits because they receive the best care.
-Lynsi Slind, University of Washington MSN student
Collaboration is a complex process that requires intentional knowledge sharing and joint responsibility for patient care.
In the interest of safe patient care, neither profession can stand alone, making good collaboration skills essential.
Each health care profession has information the other needs to possess in order to practice successfully.
Physicians and nurses do bring different perspectives to patient care but It can be seen as an asset rather than a detriment to patient care.
Physicians and nurses can discover their common goals and collaborate in patient care, with patient well-being as the central focus.
Timely lifestyle changes and self-care measures are critical to prevent these negative states that work to the detriment of effective collaboration.
Collaborative practice is a drawing together of the valued contributions of all team members to reach the best possible solutions.
Through the competence and commitment of collaborative group members, valuable partnerships are created.
Collaboration requires intentional team building.
A common goal of patient well-being also enhances team unity.
It is best to function and negotiate within hierarchical structures and respect the chain of command.
It is never wise to jump over levels of authority to be expedient.
When mutual goals and respect are woven into the fabric of a workplace, issues of hierarchy become secondary to the sharing of knowledge by competent group members.
When conflict is acceptable, multiple solutions emerge.
Encouraging productive conflict without destroying group cohesiveness requires mature team members and humble, practiced leadership.
Healthy conflict is a sign that diverse ideas are welcome at the table.
Productivity and positivity can counteract debilitating influences and restore team
Getting the facts from informed sources, not blowing issues out of proportion, responding promptly and calmly, and divulging only what others need to know and ethically ought to know.
When communication is precise and unencumbered by unnecessary detail, collaborators are more likely to perceive interactions as beneficial.
The nurse who finds her/himself involved in practices of which his/her conscience do not approve of, will make every effort possible to bear witness to her/his personal conviction
1. an internal sense of responsibility that influences judgments regarding right and wrong actions,
2. the consequence of internalization of norms and mores of the culture, and
3. a representation of the uprightness and totality of the person.
When the nurse accepts a patient assignment, the nurse maintains responsibility for that patient until :
the nurse-patient relationship is ended by the patient's discharge
the transfer of responsibility to another nurse, or
the patient's refusal of the nurse's services.
• The ethical physician should neither expect nor patient and the family on grounds of conscience?insist that nurses follow orders contrary to standards of good medical and nursing practice. In emergencies, when prompt action is necessary and the physician is not immediately available, a nurse may be justified in acting contrary to the physician’s standing orders for the safety of the patient. Such occurrences should not be considered to be a breakdown in professional relations. (IV, V) Issued June 1983; Updated June 1994.