Person‐centred processes
Person‐centred processes focus on ways of engaging that are necessary to create connections between persons, which include working with the person's beliefs and values; engaging authentically; being sympathetically present; sharing decision making; and working holistically (Figure 3.4). In the Person‐centred Practice Framework the person‐centred processes apply to all those involved in healthcare delivery and those in receipt of care. It is important at the outset to acknowledge that the person‐centred processes are synergistic and often interwoven in the delivery of healthcare.
Person‐centred outcomes
A healthful culture is the outcome expected from the development of effective person‐centred practice. A healthful culture is described as one in which decision making is shared, relationships are collaborative, leadership is transformational and innovative practices are supported. The ultimate outcome is to develop a workplace that enables human flourishing. You can read about this in more detail in Chapter 5. This is a key factor in how healthcare is experienced and the extent to which the environment supports and maintains person‐centred principles has been shown to be critical to person‐centred practice. Use of the term ‘healthful’ reflects a broader notion of health in line with the work of Seedhouse (1986) that reflects living a positive life, which embraces all dimensions of our being. This is also more relevant from the perspective of staff where a healthful culture is one in which they are supported and enabled to maximise their potential in line with their values. Development of a healthful culture has the potential to create conditions that enable human flourishing for those who give care and those who receive care.
Figure 3.4 Defining the person‐centred processes.
Applying the framework in practice
The Person‐centred Practice Framework has been developed over more than a decade, as a means of enhancing understanding of person‐centred practice and to provide insights that challenge accepted norms and ways of working. It has been described as a tool that can illuminate practice and provides a language that can operationalise person‐centredness at individual, team, organisational and systems levels. The following are some examples of how the framework has been used:
as a tool for reflection that supports active learning
to underpin delivery of improvements in practice
to underpin strategy and policy frameworks
as a theoretical framework in research
as a curriculum framework for preregistration and postregistration nursing
to inform outcome measures and drive instrument development.
Throughout the chapters in this book, there are many activities that will enable you to use the Person‐centred Practice Framework to enhance your understanding of person‐centredness and how it relates to your practice.
Conclusions
Within this chapter we have introduced the Person‐centred Practice Framework as a theoretical model that is multiprofessional in nature and is aimed at operationalising person‐centredness across healthcare systems. The Framework takes account of the attributes of staff that are required to manage the practice environment in order to engage in processes that enable the delivery of effective person‐centred practice and explains how this can influence the development of healthful cultures. Activities throughout the rest of this book encourage you to apply the Framework in a range of diverse practice situations, to enhance your understanding of professional practice. Chapters 1–3 form a strong foundation to enhance engagement with the remainder of this book. This chapter in particular should serve as a reference for describing components of the Person‐centred Practice Framework.
Summary
The Person‐centred Practice Framework was originally born out of a desire to operationalise person‐centredness in a way that would illuminate practice.
The Person‐centred Practice Framework is a theoretical framework that is suitable for use across multiple contexts.
The Person‐centred Practice Framework comprises four main domains: prerequisites, which focus on the attributes of staff; the practice environment, which focuses on the context in which care is delivered; the person‐centred processes, which focus on delivering care to people through a range of activities; and the outcome, which is the result of effective person‐centred practice.
The Person‐centred Practice Framework sits within the broader macro context (the fifth domain), reflecting factors that are strategic and political in nature that influence the development of person‐centred cultures.
The Person‐centred Practice Framework provides a language that enables people to name components of person‐centredness and barriers and enablers that influence its development in the workplace.
References
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