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10.1177/21649561211021047 http://scihub22266oqcxt.onion/10.1177/21649561211021047 34104578!8168024!34104578     free     free     free Warning: file_get_contents(https://eutils.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&id=34104578&cmd=llinks): Failed to open stream: HTTP request failed! HTTP/1.1 429 Too Many Requests in C:\Inetpub\vhosts\kidney.de\httpdocs\pget.php on line 215       Glob+Adv+Health+Med 2021 ; 10 (?): 21649561211021047 Nephropedia Template TP {{tp|p=34104578|t=2021. Leaning Into Whole Health: Sustaining System Transformation While Supporting Patients and Employees During COVID-19 |pdf=|usr=}}{{34104578}} gab.com Text Leaning Into Whole Health: Sustaining System Transformation While Supporting Patients and Employees During COVID-19 JO: Glob Adv Health Med http://www.kidney.de/pget.php?&tw=1&pmid=34104578 #FOAvip BACKGROUND: The US Veterans Health Administration (VA) is transforming its healthcare system to create a Whole Health System (WHS) of care. Akin to such reorganization efforts as creating patient-centered medical homes and primary care behavioral health integration, the WHS goes beyond by transforming the entire system to one that takes a proactive approach to support patient and employee health and wellness. The SARS-CoV-2 pandemic disrupted the VA's healthcare system and added stress for staff and patients, creating an exogenous shock for this transformation towards a WHS. OBJECTIVE: We examined the relationship between VA's WHS transformation and the pandemic to understand if transformation was sustained during crisis and contributed to VA's response. METHODS: Qualitative interviews were conducted as part of a multi-year study of WHS transformation. A single multi-person interview was conducted with 61 WHS leaders at 18 VA Medical Centers, examining WH transformation and use during the pandemic. Data were analyzed using rapid directed content analysis. RESULTS: While the pandemic initially slowed transformation efforts, sites intentionally embraced a WH approach to support patients and employees during this crisis. Efforts included conducting patient wellness calls, and, for patients and employees, promoting complementary and integrative health therapies, self-care, and WH concepts to combat stress and support wellbeing. A surge in virtual technology use facilitated innovative delivery of complementary and integrative therapies and promoted continued use of WH activities. CONCLUSION: The pandemic called attention to the need for healthcare systems to address the wellbeing of both patients and providers to sustain high quality care delivery. At a time of crisis, VA sites sustained WH transformation efforts, recognizing WH as one strategy to support patients and employees. This response indicates cultural transformation is taking hold, with WH serving as a promising approach for promoting wellbeing among patients and employees alike. Twit Text FOAVip Leaning Into Whole Health: Sustaining System Transformation While Supporting Patients and Employees During COVID-19 ????Glob Adv Health Med http://www.kidney.de/pget.php?&tw=1&pmid=34104578 #FOAvip Twit Text # Free Paper on # # # # # LINK http://www.kidney.de/pget.php?&tw=1&pmid=34104578 #FOAvip English Wikipedia <ref>{{Cite pmid|34104578}}</ref> Leaning Into Whole Health: Sustaining System Transformation While Supporting Patients and Employees During COVID-19 #MMPMID34104578 Dryden EM; Bolton RE; Bokhour BG; Wu J; Dvorin K; Phillips L; Hyde JK Glob Adv Health Med 2021[]; 10 (?): 21649561211021047 PMID34104578show ga BACKGROUND: The US Veterans Health Administration (VA) is transforming its healthcare system to create a Whole Health System (WHS) of care. Akin to such reorganization efforts as creating patient-centered medical homes and primary care behavioral health integration, the WHS goes beyond by transforming the entire system to one that takes a proactive approach to support patient and employee health and wellness. The SARS-CoV-2 pandemic disrupted the VA's healthcare system and added stress for staff and patients, creating an exogenous shock for this transformation towards a WHS. OBJECTIVE: We examined the relationship between VA's WHS transformation and the pandemic to understand if transformation was sustained during crisis and contributed to VA's response. METHODS: Qualitative interviews were conducted as part of a multi-year study of WHS transformation. A single multi-person interview was conducted with 61 WHS leaders at 18 VA Medical Centers, examining WH transformation and use during the pandemic. Data were analyzed using rapid directed content analysis. RESULTS: While the pandemic initially slowed transformation efforts, sites intentionally embraced a WH approach to support patients and employees during this crisis. Efforts included conducting patient wellness calls, and, for patients and employees, promoting complementary and integrative health therapies, self-care, and WH concepts to combat stress and support wellbeing. A surge in virtual technology use facilitated innovative delivery of complementary and integrative therapies and promoted continued use of WH activities. CONCLUSION: The pandemic called attention to the need for healthcare systems to address the wellbeing of both patients and providers to sustain high quality care delivery. At a time of crisis, VA sites sustained WH transformation efforts, recognizing WH as one strategy to support patients and employees. This response indicates cultural transformation is taking hold, with WH serving as a promising approach for promoting wellbeing among patients and employees alike. ?Leaning Into Whole Health: Sustaining System Transformation While Supp(epmc).pdf DeepDyve Pubget Overpricing