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How would your communication and interview techniques for building a health history differ with each patient?
How might you target your questions for building a health history based on the patient’s social determinants of health?
What risk assessment instruments would be appropriate to use with each patient, or what questions would you ask each patient to assess his or her health risks?
Identify any potential health-related risks based upon the patient’s age, gender, ethnicity, or environmental setting that should be taken into consideration.
Select one of the risk assessment instruments presented in Chapter 1 or Chapter 5 of the Seidel’s Guide to Physical Examination text, or another tool with which you are familiar, related to your selected patient.
Develop at least five targeted questions you would ask your selected patient to assess her health risks and begin building a health history.

 

Sample Solution

 

Communication and interview techniques would vary depending on the patient. For example, for an elderly patient, it may be beneficial to use a softer and slower tone of voice, as well as providing more time for answering questions. On the other hand, when working with a younger or more active patient population, it may be best to use a direct approach and ensure that important information is conveyed in a concise manner.

Sample Solution

 

Communication and interview techniques would vary depending on the patient. For example, for an elderly patient, it may be beneficial to use a softer and slower tone of voice, as well as providing more time for answering questions. On the other hand, when working with a younger or more active patient population, it may be best to use a direct approach and ensure that important information is conveyed in a concise manner.

he CEO of this organization attempts to create an ideal and unique image of what the organization can become and shares this vision with the leadership team. This mainly consists of discussion at quarterly leadership meetings. The CEO projects a positive and hopeful outlook in hopes of generating enthusiasm and excitement for the vision from the leadership team through the use of metaphors, symbols, positive language, and personal energy. The CEO has a tendency to focus on opportunities that health care changes present rather than the disciplinary actions for not following new guidelines.

The CEO also attempts to enable the leadership team to act by fostering collaboration through building trust among the team and developing competence. This practice consists of involving the leadership team in planning and gives them the feeling of having freedom of choice in the decision-making. This allows employees to do their job while, hopefully, realizing their full potential. This is accomplished by stimulating the group to be creative and innovative while challenging their beliefs (Manss). The goal of this practice is to foster an environment of trust and help each person feel capable and powerful within the organization. This practice considers the needs and interests of the employees and lets them feel as if they carry ownership and responsibility within the organization. A goal of transformational leadership is to stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity (Jacobson, Anderson, 831). This has led to clinicians becoming increasingly engaged in operations including improvements to service lines.

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