The Patient Pathway

Building Partnerships in Healthcare
1. Auflage 2026
ISBN: 978-1-83669-102-0
Verlag: Wiley

Buch, Englisch, 256 Seiten

In response to profound transformations in healthcare systems, The Patient Pathway examines the role of partnership at the core of organizational, managerial and ethical changes in care delivery. The concept of the patient pathway is used to explore the “making of partnerships” in healthcare, understood as a collaborative process that brings together patients, professionals, institutions and researchers.

Through multidisciplinary contributions from France, Belgium, Canada, Luxembourg and Switzerland, this book highlights concrete experiences in breaking down silos, improving coordination and fostering organizational innovation. Drawing on a systemic, practice-based approach, it sheds light on issues of stakeholder responsibility and collaborative leadership, while offering a comprehensive overview of the key managerial challenges associated with partnership in healthcare.

Autoren/Hrsg.

Garidi, Sarah

Sebai, Jihane

Fachgebiete

• Medizin | Veterinärmedizin Medizin | Public Health | Pharmazie | Zahnmedizin Medizin, Gesundheitswesen Public Health, Gesundheitsmanagement, Gesundheitsökonomie, Gesundheitspolitik
• Medizin | Veterinärmedizin Medizin | Public Health | Pharmazie | Zahnmedizin Medizin, Gesundheitswesen Krankenhausmanagement, Praxismanagement

Inhaltsverzeichnis

Foreword xiii
Julien HUSSON

Introduction xvii
Sarah GARIDI and Jihane SEBAI

Part 1. The Search for Systemic Change Through Health Partnerships 1

Introduction to Part 1 3

Chapter 1. Top-Down and Bottom-Up Approaches to Health Pathways Through Population Responsibility 7
Valérie GUICHARD and Antoine MALONE

1.1. Introduction 7
1.2. Context 9
1.2.1. The clinical integration model based on population responsibility (PR) 9
1.2.2. Creating local hospitals 10
1.3. Materials and methods 12
1.3.1. Exploratory case study on a living area 12
1.3.2. Observation framework 12
1.4. Combining top-down and bottom-up approaches: institutional work in action 16
1.4.1. Conceptual work 16
1.4.2. Operational work 17
1.4.3. Structural work 19
1.4.4. Relational work 20
1.4.5. Changes and actions implemented in the local area 22
1.5. Discussion and conclusion 23
1.6. References 24

Chapter 2. Organizational Challenges of Adopting a Recovery-Oriented Philosophy in Mental Healthcare 27
Francesca BOSISIO, Eliane BOVITUTTI, Cécile FRANK PRAD and Carla GUGLIELMETTI

2.1. The "recovery" philosophy in mental health 27
2.1.1. The Mental Healthcare Center of the Fondation de l'Orme 28
2.2. Results 31
2.2.1. Recovery and emergent change in theory. 31
2.2.2.and in practice 33
2.3. Discussion and challenges 34
2.3.1. Emergent change and regulatory framework 35
2.3.2. Challenges for a psychologically safe work environment 36
2.4. Conclusion 38
2.5. References 38

Chapter 3. The Luxembourg Red Cross Works Towards a Partnership in Health 41
Joachim RENOUPREZ, Julien MACCIONI and Cécile RUMEAU

3.1. Introduction 41
3.2. The need for an integrated approach to health 43
3.2.1. Towards a holistic view: the impact of health determinants 43
3.2.2. A broad view of health 45
3.2.3. The 2030 health strategy of the Luxembourg Red Cross: a cross-sectoral vision 46
3.3. The importance of a collaborative dynamic 49
3.3.1. From concept to implementation: what steps can be taken to establish partnerships in healthcare? 50
3.3.2. Enhancing staff skills: a prerequisite for creating an environment that foster partnerships 50
3.3.3. Initiatives that encourage the Luxembourg Red Cross to seek partnerships 52
3.4. Conclusion 56
3.5. References 58

Chapter 4. Collaboration in the Care Pathway: Building Mutual Trust Between Patients and Professionals 61
Sandrine VIRGILI and Frédéric BORNAREL

4.1. Introduction 61
4.2. Trust in care: developments, barriers and contributions 62
4.2.1. Trust in the patient–healthcare professional relationship: a multidisciplinary but limited interpretation of trust 62
4.2.2. Theorizing trust in management science: definitions and typologies 65
4.3. From developing trust to reflective trust: the contribution of management sciences 66
4.3.1. Managing trust: key conditions for building and developing trust within the team 67
4.3.2. Genuine and effective trust: reflective trust 69
4.3.3. Discussion: How can this be applied to the patient partner? 71
4.4. Conclusion 72
4.5. References 72

Chapter 5. Feedback: From Partnership to the Art of Patient Partner Care 75
Luigi FLORA

5.1. Introduction and background 75
5.2. The patient partner approach or "Montreal model" 76
5.3. The art of patient partner care as a benchmark for scalability 77
5.4. A new form of organization for an emerging paradigm in France 78
5.5. The art of partnership-based care with patients and the public: What is its purpose? 79
5.6. Methodologies for engaging patient partners in their care and in the public interest 81
5.7. Conclusion 82
5.8. References 83

Chapter 6. Transforming Lived Experience into Legitimate Expertise: The Patients' University and the Institutionalization of the Health Partnership 85
Lennize PEREIRA PAULO and Catherine TOURETTE-TURGIS

6.1. Introduction 85
6.2. The Patients' University: the origin of an innovation in the academic world 86
6.3. Graduation: an example of an engagement model combining rights and participation 87
6.4. Degree programs and master classes in response to the rise of "patient engagement" policies 88
6.4.1. A commitment to the continuing education of patient- and caregiver-partners 89
6.4.2. Supporting the needs of patient-partners in practice: the practice analysis groups – patient expertise (GAP-ExP) 90
6.5. The Patients' University as a hub for innovative projects 91
6.6. Conclusion 94
6.7. References 94

Part 2. Typologies of Transformative Healthcare Partnerships by Professionals 97

Introduction to Part 2 99

Chapter 7. From Systems Theory to Change Management in Healthcare 103
Marc BERNA and Michelle THILL

7.1. Introduction 103
7.2. Systems theory 104
7.3. Healthcare systems 105
7.4. Implementation of interventions in a healthcare system 105
7.5. Stakeholder involvement in the change process. 107
7.6. Implementation of medical innovations: barriers and drivers 108
7.7. Participatory action research as a partnership between researchers and participants 110
7.8. Systems analysis of change management: the case of a diabetic retinopathy screening program 111
7.9. Methodology 113
7.9.1. Selection of the patient sample 113
7.9.2. Data collection 114
7.9.3. Analysis of results 114
7.9.4. Ethical and regulatory considerations 115
7.10. Results 115
7.10.1. Implementation of the Fast-DR screening program at SNOS 115
7.10.2. Identification of stakeholders 115
7.10.3. Patient characteristics 116
7.10.4. Identification of barriers and facilitators 117
7.10.5. Status after the first cycle of AR and overview 118
7.11. Limitations of this case study and contributions to research 119
7.12. Conclusion 120
7.13. References 121

Chapter 8. The Benefits of a Partnership Approach to Improving Healthcare Quality 125
Laure ISTAS and Mathieu LOUISET

8.1. Introduction to the continuous improvement in healthcare quality 125
8.2. Added value of co-creation with patients 126
8.2.1. Individual participation in one's own care 128
8.2.2. Improving processes with patients 129
8.2.3. Co-creation of quality and safety policies 130
8.2.4. Training with patient partners 130
8.3. Added value of co-creation with professionals 131
8.3.1. Developing coalitions 131
8.3.2. Quality of life at work 133
8.3.3. An importance shared between staff and patients 134
8.4. Conclusion: safe, reliable and effective care in a learning system 135
8.5. Acknowledgements 136
8.6. References 136

Chapter 9. The Challenge of Interprofessional Partnerships in Pediatric Emergency Care 139
Nadine KULINNA, Fränk NELISSEN and Jean-Marc CLOOS

9.1. Introduction 139
9.2. Theoretical framework 139
9.2.1. Interprofessional collaboration and collective intelligence 139
9.2.2. Collaborative project management and the agile approach 140
9.3. Description of the issue 141
9.3.1. Needs assessment 142
9.3.2. Political reactions, public reactions and patient complaints 142
9.3.3. Summary of the issues and possible solutions 144
9.4. Project implementation 145
9.5. External communication 146
9.5.1. Monitoring and assessment of implementation 147
9.5.2. Lessons learned from interdisciplinary collaboration 148
9.5.3. Role of collective intelligence 149
9.6. Results and discussion 149
9.7. Conclusion and outlook 152
9.8. References 153

Chapter 10. The Challenge of Multiple Partnerships: The Case of a Research Project to Optimize Care Pathways 155
Jean-Baptiste GARTNER, Marie-Pierre GAGNON and André CÔTÉ

10.1. Introduction 155
10.2. Conceptual framework 156
10.3. Empirical part 157
10.3.1. Perceptions of issues by actor categories 159
10.3.2. Expectations regarding project benefits 163x The Patient Pathway
10.3.3. The challenges of multiple partnerships in projects to optimize care pathways 167
10.4. Discussion and conclusion 171
10.5. References 173

Chapter 11. Testimonial: The Patient Experience, Without Hesitation. 177
So YUNG STRAGA

11.1. Introduction 177
11.2. Professionals: putting an end to empathy 178
11.3. Consequences of working in the healthcare sector on professional practice 180
11.4. Team atmosphere 182
11.5. Patients: putting an end to empowerment 183
11.6. Patient perspective 184
11.7. Patient representation 186
11.8. Conclusion 187
11.9. References 188

Chapter 12. Testimonial: Different Views on the Integration of Accompanying Patients in Oncology 189
Marie MARON and Marie-Pascale POMEY

12.1. Introduction 189
12.2. PAROLE-Onco 190
12.2.1. Co-creation of the program 190
12.2.2. Convincing results. 190
12.2.3. Program deployment 193
12.3. PAROLE-Onco in France 193
12.3.1. Regional health agency project 193
12.3.2. Project led by Unicancer 194
12.3.3. Research project 194
12.4. PAROLE-Onco in Belgium 195
12.4.1. Presentation of the institution 195
12.4.2. Project implementation 195
12.4.3. Implementation of support 196
12.4.4. Results 197
12.4.5. Reflections on the experience 198
12.5. Conclusion 200
12.6. References 201

Conclusion 203
Sarah GARIDI and Jihane Sebai

List of Authors 207
Index 211

Über Autor(innen)

Sarah Garidi is an engineer, manager and associate professor at the University of Lorraine, France. She also serves as Director of the Robert Schuman and Belle-Isle Hospitals in eastern France. Her research focuses on hospital information systems, patient care pathways and emerging organizational models in healthcare.

Jihane Sebai is an associate professor in management sciences at the LAREQUOI laboratory (UVSQ – Paris-Saclay University, France), where she supervises doctoral research (HDR). Her research focuses on public and healthcare management, organizational transformation, care coordination, and managerial innovation.