Document Type
Article
Publication Date
8-8-2015
Publication Title
Implementation Science
Abstract
The ethical argument that shared decision-making is “the right” thing to do, however laudable, is unlikely to change how healthcare is organized, just as evidence alone will be an insufficient factor: practice change is governed by factors such as cost, profit margin, quality, and efficiency. It is helpful, therefore, when evaluating new approaches such as shared decision-making to conceptualize potential consequences in a way that is broad, long-term, and as relevant as possible to multiple stakeholders. Yet, so far, evaluation metrics for shared decision-making have been mostly focused on short-term outcomes, such as cognitive or affective consequences in patients. The goal of this article is to hypothesize a wider set of consequences, that apply over an extended time horizon, and include outcomes at interactional, team, organizational and system levels, and to call for future research to study these possible consequences.
DOI
10.1186/s13012-016-0480-9
Dartmouth Digital Commons Citation
Elwyn, Glyn; Frosch, Dominick L.; and Kobrin, Sarah, "Implementing Shared Decision-Making: Consider All the Consequences" (2015). Dartmouth Scholarship. 907.
https://digitalcommons.dartmouth.edu/facoa/907
