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Instant Download Ebook of American Medicine The Quest For Competence Mary Jo Delvecchio Good Online Full Chapter PDF
Instant Download Ebook of American Medicine The Quest For Competence Mary Jo Delvecchio Good Online Full Chapter PDF
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American Medicine
American Medicine:
The Quest for
Competence
With a N e w Preface
1 2 3 4 5 6 7 8 9
ACKNOWLEDGMENTS xvii
1
Medical Malpractice and the Voices o f Medicine 9
Introduction to Part I 29
2
The Challenge to Local Medicine 33
3
Competence and Care: Cultural Conflicts Embedded
in Gender and Specialty 54
4
A Crisis o f Competence 72
5
National Crises in Obstetrical Care: Competence
and Risk Reexamined 91
ix
x CONTENTS
6
Narrative Strategies in Presentation and Performance:
From Artifice to Competence 125
7
The Social Production of Physician Competence 143
NOTES 209
REFERENCES 227
INDEX 249
Preface to the Paperback Edition
xi
xii PREFACE TO THE PAPERBACK EDITION
tions were not proposed, nor was managed care as a means of contain-
ing costs and caring for populations directly opposed.2
I began the first edition of American Medicine: The Quest for Com-
petence with a quotation drawn from an interview with a newly gradu-
ated physician: "What do we care about? 'What do we care about?' is
the hardest question in all of medicine." This question appears to be as
pivotal for the profession of medicine today as when I concluded in
the epilogue, written in 1994, that the essence of the profession often
seems to be overshadowed by market and economic forces and that
our social and political environment poses momentous challenges to
our society's institutions of health care and to good doctoring in the
clinical context. At that time it was as yet unclear that the Clinton
health reform plan would fail, and the majority of Americans favored
the goal of achieving universal health coverage for all.
The demise of the Clinton plan, "the turn against government" de-
tailed in Theda Skocpol's book, Boomerang,1 and the extraordinary
expansion of for-profit managed care organizations, which have contin-
ued to ignore the needs of the growing number of Americans who are
uninsured,4 have generated anew moral questions that reside at the
heart of medicine's enterprise. Indeed, these moral and ethical chal-
lenges, whose economic and political seeds were sown in the 1980s
and early 1990s, are not simply about balancing cost containment and
the health of the medical commons against individual patient choices
and clinicians' decisions regarding best practice. Such challenges have
deeper symbolic power since they are often perceived as assaults against
"what medicine cares about": professional and institutional compe-
tence and its products—quality of patient care and trust in the doctor-
patient relationship.5
How does a realignment in the relationship of the medical profes-
sion to the medical market—wedding the financing and delivery of
health services in managed care—bear upon professional fiduciary re-
sponsibility and institutional competence? Can one be a competent
physician when time constraints shorten clinical interactions, when
capitation requires explicit as well as implicit rationing at the bedside,
and when physicians must assume financial risk for their patients' care?
Can medical education, the training of residents as well as medical stu-
dents, and research medicine find a place in systems where profits
rather than learning and new knowledge are given priority? How does
one regard the ethics of medical practice and delivery when many
patients remain outside for-profit systems of health care? Such ques-
PREFACE TO T H E PAPERBACK EDITION xiii
acy o f silence if they observe "abuses and oversight in the care of pa-
tients." Such nurses will be outside the management hierarchy, where
they "will be independent voices, independendy bucking the sys-
tem." 1 0 This extraordinary professional responsibility for competence
and quality of medical care, which was granted to nurses, certainly
challenges market medicine. Americans' concerns have also led to con-
sideration of legislation (although not yet approved as o f this writing)
in which administrators of managed care corporations would be held
responsible for the quality of care, practice standards, and competence
of their institutions. 11
Where does this turmoil in our medical commons, which has so af-
fected patients, consumers, and rank-and-file health providers, leave
academic medicine—our institutions of medical education and training
that define and produce what we regard as competent medicine, qual-
ity o f care, and good, ethical doctoring? At the end of October 1997,
Dr. Michael Zinner, the chief o f surgery at Brigham and Women's
Hospital, concluded a talk to Harvard Medical School students outlin-
ing the response o f academic institutions to managed care through
mergers of the major teaching hospitals to become "a market force o f
our own." He ended with a rather dismaying comment in response to
a student's question about what happens to medical research.
I did not do my whole talk on how managed care is threatening the academic
medical centers . . . I T IS. We used to be able to cross-subsidize research, edu-
cation, with dollars we took from care of indemnity patients. There are a lot o f
places around the country where the academic medical center is in jeopardy. It
is why you see here [at Harvard] the development o f Partners and Care
Group, why Stanford and U C S F have merged . . . An academic medical center
in this era is at risk because it has more than one mission, not just delivery o f
health care. It has two other missions—[research and education]—and it is
hard to do that. So I am cautious about how we are going to do that in the
future. I am also an advocate of something called an all-payers tax that says
that somebody must be paying for this other than just government. All payers
have to contribute to research and education. Without that, we as academic
medical centers cannot survive in a market economy. We will be driven out o f
the market.
Notes
xvii
xviii ACKNOWLEDGMENTS
1
2 INTRODUCTION
#
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