Reflective Practice in Healthcare sample analyses PCC vs medical/social models, legislative compliance (Care Act/MCA/Equality Act), Gibbs cycle reflections on staffing dilemmas, professional development via GROW/OSCAR plans.
Professional development in healthcare is principally founded on reflective practice where professional practitioners reflect, critically evaluate actions, and derive lessons from experiences, taking the quality of care given as improvement. Reflected practice is rooted in enhancing self-awareness, developing adaptive learning, and person-centred approaches focusing on service users' dignity, individual needs and preferences. Given the surging importance of reflecting on practice in the modern healthcare setting (e.g., staff shortages, funding constraints, changing leadership structures), it becomes even more critical. With the capacity of networks and information technology to negate social barriers, this report considers the ready application of person-centred care (PCC) to a healthcare setting faced with these systemic challenges and the use of reflective approaches to straighten the services with legal frameworks, ethical standards and best practices.
Samples and reference materials assist students in enhancing assignment structure and academic performance. As a trusted assignment helper in UK, we ensure originality and quality. The Reflective Practice in Healthcare Assignment Sample covers person-centred care (PCC), Gibbs reflective cycle, legislative challenges (Care Act/MCA), and professional development plans. For learning use only.
PCC is based on principles of autonomy, respect, and collaboration, and it firmly believes that each user’s life circumstances, cultural and social context, and emotional context that contribute to the problem must be understood. While PCC has much to offer to the practice of care, sustaining work in these directions is not without challenges. Yet consistent application is hampered by dilemmas like balancing risk management with an orientation to the patient, confidentiality in multidisciplinary teams, and resource limitation. This report evaluates these challenges based on experiences from actual situations and uses real-world examples to understand how these challenges impact care quality and consistency. Following the change of leadership at PCC, the organisation wants to bring PCC back to its core guiding philosophy and ensure that the legislation surrounding things like the Care Act 2014, Mental Capacity Act 2005 and Equality Act 2010 are represented.
This report concerns a critically reflective action plan outlining short-, medium-, and long-term actions aimed at professional development. The plan seeks to improve the author’s contributions to PCC and the workplace culture of continuous improvement in the broader team by addressing skill gaps, enhancing the teamwork ability, and using reflective tools. As such, this report encapsulates the great potential of the reflective practice in improving individual and systemic change to deliver compassionate, consistent, and legally compliant person-centred care. From this perspective, the findings prescribe a healthcare system in which the ability to reflect and adapt is as crucial to success as expertise.
Medical vs. Social Models of Care
Person-centred care (PCC) means adopting a radical shift from traditional disease-focused models to continually working with, for and on behalf of each individual with the particular 'person' needs, values and preferences, life story, goals and drives (Robinson et al., 2021). PCC is based on the principles of dignity, autonomy and holistic well-being, which necessitates a change of view on the patient from a recipient of care to an active participant in the care process. On the contrary, this method differs significantly from the conventional medical model based on diagnosis and treatment through prospective clinical interventions (Kanagasingam, 2022).
The medical model is excellent for acute care problems but breaks down under chronic or complicated illness conditions in which psychosocial factors significantly affect health outcomes. As an example, a hospital can deal with a diabetic patient’s hyperglycemia efficiently but ignore the socioeconomic barriers that prevent the patient from having access to nutritious food or medication (Stotz et al., 2021). This gap necessitates integrating the social model of care, which addresses social and physical environmental barriers to achieving health. The social model, which is commonly applied in disability care and mental health services, empowers individuals by offering accessibility, accessibility and community support (Lazarus, 2021). Rehabilitation centers should adapt their programs to address a stroke survivor’s cultural preference, which will increase engagement and stroke recovery.
Person-centred care (PCC) effectively combines the two models and is an integrated bridge between the two models of practice, with their strengths added together and their weaknesses mitigated. PCC recognises that medical expertise is essential but refuses to overlook the patient’s social situation and preferences. This might work in practice by a healthcare team involving the cancer patient in designing a treatment plan that takes into account not only what chemotherapy it will be, but also what responsibilities those of the patient's family, work commitments and emotional needs are (Ramasubbu et al., 2020). Within this holistic approach are less sustainable health outcomes as it covers all aspects of a patient's wellbeing. PCC is paa radigm shift in healthcare delivery that moves away from a provider-driven system to the true partnership of patient care where the patient’s needs and goals take centre stage.
Adopting PCC in Practice
To establish person-centred care, a significant shift towards how health care professionals to approach their practice and deal with patients is necessary. As its core, PCC contemplates the passage from standard protocols to individual conviction procedures, implying the adequacy of different conditions in dissimilar patients (Kanabar, 2023). The first step is listening and being genuinely interested in why the patient is in this situation, their values, whether they are in a good family situation, their background, and their personal goals for treatment. A PCC approach would be, for example, if you, for instance, are working with an elderly patient who is over the age of 65 and who has had a stroke - would realise their pre-stroke lifestyle, hobbies, and their independence level before the stroke.
Several key strategies assist healthcare organisations in implementing PCC successfully (Wahyuni, Triharini and Has, 2022). It begins with letting patients make informed decisions, making well-informed choices based on their values by helping patients understand their condition and available treatment in simple language, and supporting patients in making informed decisions. Second, care coordination will ensure that all the healthcare team members discuss and work toward the patient’s stated goals (Karam et al., 2021). The third is that continuity of care helps create trusting relationships between patients and providers. Such strategies can be made practical by patient-held records or digital health platforms that give patients more control over their health information and make it easier for different providers to keep up to date.
Despite this, PCC is not well adopted in the practice, and there are significant challenges in resource-limited settings (Abdelatif et al., 2023). Providers in busy clinics may be under time pressures that limit PCC commitments. Such a cultural shift might be supported by hierarchical organisational structures which resist more egalitarian patient-provider relationships. Measuring the outcomes of PCC can also be difficult because many of its added value (like better patient experience or increased engagement) are qualitative rather than purely clinical. These barriers to improve communication and cultural competence need systemic changes, namely revised performance metrics that equally value patient experience and clinical outcomes, specific time to have care planning conversations, and ongoing staff training of communication and cultural competence skills (Ranjit and Kissoon, 2021).
Challenges and Dilemmas
PCC is one of the most resource-intensive care models and is often more time intensive, thus requiring more staffing than typical care models (Menzies, Jennings and Marshall, 2022). Providers in such settings may face the dilemma of maintaining an ideal practice of individualised attention, given high caseloads and productivity targets. For example, if a community nurse works in a large rural area, spending enough time with each patient and fulfilling coverage requirements will likely be complicated (Cederwall, 2021). Therefore, this could prevent the community nurse from having enough time to engage in person-centred interactions to the best of her ability.
When implementing PCC, ethical dilemma often occurs around these types of problems: autonomy versus beneficence. For example, patients may choose things that providers consider are not in their best medical interest (for example, they refuse recommended treatments or prefer alternatives). These situations represent the 'walking the line' where one must manage respect of patient autonomy versus professional duty of care (Surr et al., 2023). Confidentiality also arises when family members ask for information about a patient’s condition contrary to the patient’s wishes or when safety issues (e.g. dementia related wandering) warrant sharing more broadly than the patient would like. As if that was not enough, these situations also are complex and call for nuanced judgment, not to mention that sometimes there is not a clear cut answer to be made in these situations.
Realising PCC implementation further complicates PCC implementation, particularly systemic and cultural barriers (Kuipers, Nieboer and Cramm, 2021). PCC requires the flexibility that healthcare systems may be built around efficiency and standardisation. PCC can be hindered by professional hierarchies, especially in places where the physician authority has always tended to dominate. The potential unconscious biases of healthcare providers in terms of limiting the application of PCC principles to some patient groups, like those with limited education, language barriers and stigmatised conditions, are also provided. Such challenges necessitate multi-faceted solutions: policy changes to facilitate PCC (Ramasubbu et al., 2020). Furthermore, ongoing staff education, learning, and reflection; and the creation of pragmatic tools to support providers in balancing competing demands and ensuring the ongoing person concerned.
Key Legislations and Workplace Examples
The foundational pieces of legislation which constitute the legal framework for person-centred care (PCC) in the UK healthcare system reflect upon the tremendous need to reflect a patient-focused approach in service delivery (Smith, Willis and Hopkins‐Walsh, 2022). PCC legislation is based on a cornerstone of the Care Act 2014 that creates a statutory duty for local authorities to promote the well-being of individuals and involve service users in all aspects of care planning-effectively using the practical example of social care professionals taking into account the clinical and personal aspirations of someone who has had a stroke - for example, wanting to regain their ability to paint as a key rehabilitation goal. This is complemented by the Mental Capacity Act 2005, which sets out the principle that all adults have the right to make their own decisions unless this can be proven and that when there is a lack of capacity any decisions taken on their behalf must provide a reflection of their known values and preferences (Carney et al., 2021).
This is usually operationalised in dementia care units by creating detailed life history profiles and using tools like “decision passports” so the care is based on what the person would have chosen. At the same time, the Equality Act 2010 ('PCC') is reinforced and it is stipulated that reasonable adjustments must be made to remove barriers arising from protected characteristics and this might include providing culturally appropriate meals in hospitals or gender affirming care for transgender patients (GOV.UK, 2010). These legislative instruments make it an obligation for healthcare providers to do more than offer standardised treatment protocols and develop fully individualised care strategies (GOV.UK, 2010). For real-world implementation, changes can be seen, such as the wider adoption of shared decision-making tools in GP practices, along with personal health budgets for long-term condition management being adopted. However, mental health trusts have especially taken to these legal requirements through innovations such as advance statement portals, allowing service users to produce treatment preferences while in a state of wellness.
Interpretation Challenges
PCC-focused legislation has been translated into legislation in daily practice but various complex interpretation challenges made this challenging work for healthcare professionals at different levels of the system (Heggdal et al., 2021). The 'best interests' principle inherent in the Mental Capacity Act as a concept may in some ways seem straightforward, but in operational reality where the patient’s wish is against that of clinical recommendations, it quickly becomes extraordinarily complicated. For example, patients with eating disorders may refuse life-saving nutrition and clinical care must walk this narrow line between respecting autonomy and fulfilling the clinician’s duty of care. At the same time, the law tends to only point to the approximate boundaries for that line. Like the Care Act’s requirement for ‘meaningful involvement’ to care planning, this has no operational definition, which results in wildly contrasting practices between organisations (Tu, Young and O’Connor, 2025). Some providers satisfy this through tokenistic consultation and others through genuine co-production mechanisms with service users.
Whatever the Equality Act’s ‘reasonable adjustments’ provision means, proportionality is particularly tangled here: should a small bed squeezed into parts of a care home be obliged (or, at the very least, encouraged) to spend £20,000 on a ceiling hoist for one resident who spends most of his time there on the toilet? Moreover, these conflicting requirements increase the interpretative difficulties because apparent contradictions exist between different laws, such as safeguarding obligations that may require information sharing contrary to the data protection principle of GDPR (Lazarus, 2021). This can result in risk-averse practices with professionals erring on the paternalistic side, inhibiting PCC ideas' ability to be applied. Recent Care Quality Commission reports have shown that the interpretation variances creating these unacceptable inconsistencies in care quality are causing some regions to find innovative solutions (multi-agency panels to consider 'best interests' dilemmas) while others struggle to get basics right (Dratsch et al., 2023). At the same time, professionals face challenges mitigating the conflict between competing components of these complex legislative requirements in PCC scenarios due to a paucity of clear case law precedents in many PCC situations. Depending on the circumstances, this legal ambiguity disproportionately impacts certain vulnerable groups, and groups with fluctuating capacity, rare conditions, and complex social circumstances generally play the starring roles in these interpretation battles.
Problems and Solutions
Person-centred care looks incompatible with the existing legislative framework, which is in great need of comprehensive, multi-level solutions to the implementation of person-centred care. Inherent to this is a basic challenge that PCC in a genuine form is resource intensive while an overstretched healthcare system faces financial constraints. The additional staff time needed to conduct proper person centred assessments and care planning is significantly more than standardised approaches; time that is difficult to find in services with around 20% vacancy rates. Finally, there are legislative awareness gaps, with only 42% of newly qualified nurses feeling ready to use the Mental Capacity Act perfectly in practice, as reported by Health Education England. PCC intentions are often distorted by bureaucratic requirements, of which documentation is probably the most powerful and most frequently distorting. These have to be solved in the same way as the problems themselves are.
Particular promise is shown from technological innovations, and several NHS trusts have successfully rolled out digital platforms that automatically generate routine documentation, which prompts clinicians to capture personalisation of patient preferences (Reidy et al., 2025). Immersive simulation techniques have been proven effective in requiring staff to endure complex legal paradigms—virtual reality modules that enable practitioners to experience care decisions as patients would in a long, solitary, uncanny dark. In some cases, leading healthcare providers have also created a so-called legal literacy mentorship program, where staff is given the opportunity to talk over real cases with legal experts (Begkos, Antonopoulou and Ronzani, 2023). Ideally, care systems have incorporated innovative staffing models that target some bridging the gap between law standing and frontline practice and have dedicated specific roles to this purpose, dubbed ‘care navigators’, for example, who translate legislative principles into tangible support options. At the system level, PCC quality indicators have been used to create commissioning frameworks that delivered meaningful improvement and the development of clearer practice guidance, with concrete examples of how to achieve a balance when it comes to competing legislative demands (Manalili et al., 2022).
The NHS Long Term Plan’s commitment to personalised care has helped move legislation to the implementation stage, so we saw community connector services, which operationalise legislation in a practical way. However, these solutions involve an upfront investment, but they soon mean less money in the long run as they reduce the need for unnecessary hospital admissions and better health outcomes with real person-centred approaches (Manalili et al., 2022). For implementation to be successful, it is agreed that legislative compliance and quality PCC are not competing objectives but mutually reinforcing; if care is rightly personalised, it is bound to meet the legal standards on involvement, capacity and equality. Now the challenge is to scale these solutions across the whole health and care system so the benefits of PCC-focused legislation are enjoyed by all of our service users, where they are based, their condition, how they came to be there (Scott et al., 2024).
Health/Safety and Safeguarding Evaluation
Careful evaluation of the effectiveness of health, safety, and safeguarding systems in facilitating PCC in the face of an adversarial system that is both regulated and in service of individual autonomy is needed. Good safeguarding frameworks are required in healthcare settings to protect vulnerable people (Kidanemariam et al., 2023). However, such frameworks must be implemented in such a way as to respect the choice and dignity of the individual. For example, the manner in which bedrails or constant supervision can decrease the risk of falls in geriatric patients will do so by reducing autonomy and might impose infantilisation on the patients. A truly person centred approach to safeguarding is about collaborative risk assessment where patients or their advocates alongside carers in the person’s care plan decide what protection is needed. A good example of this balance is the use of sensor technology not physical restraints, to monitor wandering in dementia care homes that protect people whilst retaining mobility and dignity (Giusti et al., 2022). Similarly, PCC poses a challenge to health and safety protocols, especially in infection control scenarios where blanket rules are at odds with individual needs. When it came to the pandemic caused by COVID-19, some hospitals have developed individualised visitor policies for cognitively impaired patients, knowing that the mental health risks of isolation outweigh the infection control benefits (Giusti et al., 2022).
These are necessary products of legislative requirements such as the Health and Safety at Work Act 1974 or the Safeguarding provision of the Care Act 2014, but if badly used, they an become too standardised and create an inefficient practice (HSE, 2020). Adapting these systems to be safe enough but adaptable enough to accommodate personal circumstances will render effective PCC. For instance, a mental health unit may adjust the patient sharps policy for an artist patient to provide controlled access, under supervision, to the instruments necessary to their therapeutic recovery. These systems need to be evaluated on the compliance metrics (e.g. incident reports, audit results) and patient experience metrics (e.g. satisfaction surveys, feedback on autonomy levels) (Ekman et al., 2022). Today, “safeguarding outcome reviews” look not only at whether harm was prevented but also at whether prevention methods combined with PCC principles are, among many, used by many healthcare providers.
Reconciling safeguarding duties with PCC currently remains a challenge, particularly in complex cases of patients refusing care with known risks or of fluctuating capacity. Staff training plays an important role in mitigating these dilemmas to prepare health care workers to balance safety with empowerment via motivational interviewing and positive risk taking frameworks (Brickley et al., 2020). The best health/safety systems incorporate PCC by design, having customisable risk assessment tools, embracing the involvement of patients in safety planning, and clearly establishing escalation pathways where standard protocols do not adhere to the individual’s needs (Brickley et al., 2020). Furthermore, evaluation must not only determine that systems prevent harm – it must determine whether these prevent harm in ways that respect and partner with individuals’ individual agency. The emphasis on future developments should be to develop more sophisticated measures that reflect that balance so that safeguarding and health/safety systems become enablers, not blockers, to truly person-centred care.
Comparative Reflection: Two Settings
Work across acute hospital and community care outline unusual path of involving person centred care (PCC) (Marulappa et al., 2022). In the hospital care environment, care is fast-paced and task-oriented, so personalisation is inhibited. Atighavas I had during a surgical ward rotation were when clinical priorities dictated individual patient desires, for example, postoperative ‘procedures’ dictated specific routine mobilisation schedules which were not conducive to patients being afraid or in pain. At the same time, longitudinal relationships in community dementia care enabled insight into personal histories and preferences. A fascinating comparison was made between two diabetics; the hospital patient had his meal timing standardised, which disrupted his cultural fasting, while the community team altered medication schedules for religious observance (Kumar et al., 2023). This dichotomy demonstrates that PCC implementation is affected by organisational structures much more than in the community settings that usually offer more possibilities for PCC customisation but have fewer resources.
Consistency in High-Quality Care
Deliberate strategies and self-awareness are necessary to maintain consistent PCC even under different circumstances (Najia El Frakchi et al., 2024). A pattern I find in my reflective journal is a place where consistency is allowed to falter in times of high pressure, between staffing shortages where rushed medication rounds were had, in lieu of explanatory conversation for efficiency. However, “simple tools” like “patient preference prompts” on medication charts bridged those gaps. Amidst handovers, the SBAR (Situation Background Assessment Recommendation) communication tool was also invaluable for maintaining care continuity and ensuring that personal details would not be lost in transitions. The lesson was critical: the most crucial aspect of reliance on PCC is that it does not rely on perfect conditions, but relatively small, sustainable practices that will survive in the workplace (Tian et al., 2023). To illustrate, while on high-pressure shifts, explaining for 30 seconds why a procedure is necessary demonstrated how even micro behaviors can impact maintaining dignity more than grand gestures while delivering quality care.
Workload Management
It is an ongoing professional challenge to find an equilibrium between PCC principles and conflict of interest. Two contrasting cases of care provided my reflective analysis which was illuminating: care of a terminally ill patient with complex symptom control versus supporting a young adult with learning disabilities in going independent living. The former required heavy, intensive interventions, and the latter needed to be distributed across a wide number of life domains and sustained. In the beginning, I was giving time little by little overinvesting the other case with availability of the other one suffering. A color-coded priority system or, more specifically, red for urgent clinical needs and blue for developmental PCC goals, was an effective way of visualising balance (Fong et al., 2024). In the long term, I was surprised that PCC approaches had helped reduce time as the hours spent building trust with the transitioning adult were doing less to reduce subsequent crisis interventions. It reinforced the fact that workload management in PCC is about strategic investment in relationships and prevention, not equal time distribution. During the times that were overwhelming, it became important to maintain this perspective and regular supervision sessions became crucial.
Action Plan
|
Timeframe |
Goal |
Actions |
Success Measures |
Reflective Questions |
Potential Barriers |
Mitigation Strategies |
|
Short-Term (0–6 months) |
Improve active listening and communication skills to enhance patient trust and collaboration. |
1. Attend NHS communication skills workshop. 2. Practice reflective listening with 2 patients/day, noting their responses in a journal. 3. Seek feedback from colleagues after care planning meetings. |
1. 90% of patients report feeling "heard" in feedback surveys. 2. Journal shows 3+ examples/week of tailored care adjustments based on patient input. 3. Supervisor observes improved clarity in handover reports. |
- How did patient responses change when I listened more intentionally? - Did any biases surface during conversations? |
- Time constraints during busy shifts. - Patient language/cultural barriers. |
- Use structured tools (e.g., "TELL ME" framework) to streamline conversations. - Request translation services proactively. |
|
Medium-Term (6–12 months) |
Develop leadership skills to advocate for PCC in policy implementation. |
1. Complete Level 3 Leadership in Health & Social Care course. 2. Join trust’s PCC working group to review local policies. 3. Mentor one junior staff member in PCC documentation. |
1. Course certification achieved. 2. 1+ policy recommendation adopted (e.g., flexible visiting hours). 3. Mentee demonstrates improved patient feedback scores. |
- How did power dynamics affect my ability to influence change? - What policy gaps became most apparent? |
- Resistance to protocol changes. - Limited mentorship training. |
- Partner with senior leaders to pilot small changes. - Use CPD time for mentorship training. |
|
Long-Term (1–3 years) |
Pursue specialist certification in dementia care to advance PCC for complex needs. |
1. Enroll in MSc Advanced Dementia Care (University of Bradford). 2. Lead a QI project on reducing antipsychotic use in dementia patients. 3. Publish a case study on PCC adaptations in clinical journals. |
1. Degree completed. 2. 20% reduction in antipsychotic prescriptions on ward. 3. Case study cited in trust guidelines. |
- How did deeper expertise change my approach to capacity assessments? - What systemic barriers persist despite specialization? |
- Funding for advanced education. - Balancing study with work. |
- Apply for NHS Learning Beyond Registration grants. - Negotiate protected study time. |
A robust implementation strategy and rigorous monitoring systems are needed for the successful execution of this professional development plan so that there is continuous progress and, therefore, adaptability. In order to achieve short term objective of developing active listening skills I will use a multi-faceted approach. On each clinical shift, a 5-minute mental preparation exercise will be undertaken to concentrate on patient-centred communication based on the NHS communication skills workshop (Rutter et al., 2023). I will purposely use the LEARN model (Listen, empathise, Acknowledge, Respond, Negotiate) to structure conversations with patients. The reflective journal will be kept in two directions: to record patients’ responses to different communication styles and to record specific instances in active listening which changed care outcomes. I will regularly analyse patient satisfaction survey results biweekly and check how the “felt heard” metrics are going up. There will be monthly supervision sessions that will allow review of the cases in which it was difficult to communicate with the client and take minor steps to improve the skill.
7 Years | MSc
Implementation will be focused on the measurable impact on the organisational level for the medium term leadership development (Njah et al., 2021). Preparation of evidence based proposals to the policy improvements would be the task of the PCC working group, such as the implementation of patient designed information leaflets. I will monitor effectiveness by tracking the number of suggestions adopted and how they affect their staff feedback and patient outcome data. At the end of it all, there will be a 360-degree feedback process that involves the mentee who I am mentoring, the peers that I have mentored, and my supervisors to give an overview of how I’ve been mentoring.
Balancing academic and clinical commitments will be necessary in order to practice long-term specialisation (Mary Norine Walsh et al., 2022). This MSc program’s flexible modular structure enables the integration of learning into practice through the immediate application of new knowledge in dementia care cases. Theoretical learning will be converted to practical improvements with regular case reviews with my academic supervisor on a monthly basis. A PDSA (Plan-Do-Study-Act) cycle will be employed to implement the quality improvement project on the reduction of antipsychotic, collecting data at monthly space to assess the effectiveness of the intervention.
The centralised professional development offers real value by generating positive ripples throughout the whole organisation and whole care team (Osnat et al., 2025). This short-term improvement in communication will hopefully be a wave across the ward to improve patient interaction. These skills can become embedded into team culture through sharing particularly effective techniques at daily safety huddles, for example the 'teach back' method for verifying patient understanding. Systemic barriers to PCC will be addressed in medium-term policy work, for instance, if it succeeded in advocating for flexible care planning templates, the entire multidisciplinary team could save a significant amount of documentation time and, by the same token, improve on care personalisation (Adwoa Agyemang-Benneh et al., 2023).
Capacity building will naturally occur during leadership development. During the leadership course, I will share my learnings with colleagues through monthly one-hour 30-minute 'lunch and learn' sessions. This new PCC champion will then have the power to mentor other junior staff as well. It will become a sustainable model for passing skills within the team.
The long-term specialisation in dementia care will fill a critical service gap in our organisation. I will learn from the experts and be able to run a weekly consultation clinic for complex cases. I plan to reduce inappropriate referrals to overstretched psychiatric services. My MSc projects will help upskill the broader team in non-pharmacological interventions and decrease challenging behaviour incidents not only in one ward but in multiple wards. The results of my antipsychotic reduction QI project will give guidance further throughout the trust beyond my own immediate workplace.
Conclusion
This piece of professional development is structured and reflective in a way that shows how improvements in PCC competencies can be made in short, medium and long term amongst professionals. In line with that, plan aims to lead individual growth to the tangible organisational improvements with the systematic approach to the communication skills, the leadership capability and the specialty expertise. The main part of its strength is embedded monitoring of the strategy from policy adoption metrics for adaptive refinement, to the feedback analysis on patient feedback. Moreover, the plan is in fact orchestrated so that it goes a step further than personal advancement, because the plan is specifically conceived to raise the team’s capacity and systemic practices along every stage of development. Learning happens not in the individual, but through dissemination of and emphasis on knowledge through mentorship, training, quality improvement projects. But it has become collective gains for the most critical trouble spots, areas including dementia care and antipsychotic stewardship.
The plan has its ethical compass woven through reflective components which reflect on those approaches’ impact on how new approaches can have adverse impact on vulnerable patients in the real world. The plan is pragmatic and ambitious in accordance with NHS priorities and evidence based frameworks and with vision for culture change. Yet, techno, peer networks, and policy engagement do not obstruct integration of technology to draw upon multiple support points for sustainable PCC implementation. As healthcare begins to move toward personalised care models, this blueprint is a replicable plan for those that want to give high level clinical excellence, and a humanistic approach, simultaneously — and don’t we all deserve to achieve organisational transformation from the inside out. Ultimately, a successful assessment of the program would be determined by how dignity is preserved in those quiet moments of contact with the health care system when they hear their voices and they are heard as it unfolds on the care journey. Ultimately, the plan is a sophisticated presentation of what can happen when individual commitment to learning leads to meaningful organisational change, health care environments that foster dignity, autonomy, and evidence-based practice to enable truly personalised care.
References
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