Health care for all: effective, community supported, healthcare with innovative use of telemedicine technology

Abstract:

Almost half of the world’s total population reside in rural and remote areas and a large number of these people remain deprived of most basic facilities like healthcare and education. It is deemed impossible for government with scarce resources in developing countries to open and run a health facility in every remote community using conventional means. One increasingly popular unconventional mean is the use of existing technology to improve exchange of medical information for the purpose of improving health of underprivileged communities. Telemedicine implies the use of information and communication technology to provide health care remotely from a distance. With the induction of telemedicine, patients who live in rural and remote areas can have increased access to medical services. In many developing countries, use of telemedicine however has been limited mainly to teleconferencing between primary and secondary/tertiary care facilities for diagnosis and management of patients. This system still requires patients from remote communities to travel, often long and arduous journeys to the centre where telecom and medical facilities are available. Health Care 4 All International, a not for profit registered charity is providing primary care to patients by taking telemedicine into their homes in remote communities, thus obviating the need and hardships of travel for patient.

Journal of Pharmaceutical Policy and Practice Link

Tariq Kazim ShahEmail author, Tasneem Tariq, Roger Phillips, Steve Davison, Adam Hoare, Syed Shahzad Hasan and Zaheer-Ud-Din Babar, Journal of Pharmaceutical Policy and Practice201811:3

https://doi.org/10.1186/s40545-018-0130-5

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Leadership for the future: being GroupAware

Harold Bridger’s Double Task has been the foundational methodology underpinning our existence at the Bayswater Institute for the past 25 years. We are excited about the potential it offers and we know, that we haven’t made the most of it yet. This year, in 2018, we are hoping to make it more accessible to more people, because we have found that it provides the key to improving effectiveness in groups, increasing tolerance in teams and ultimately improved performance at an organisational level.
The Double Task is deceptively simple at its core. It invites people to work on the purpose and task of the group (Task 1), at the same time as reflecting on how they are working together on that task (Task 2). The underlying belief is that by reflecting on and improving how they work together, they will achieve their ultimate object more easily and effectively.
It is simple but it is not easy. Inviting groups to reflect on how they work together can generate in-depth and powerful conversations. These have the potential to be transformational, if we can navigate our way through them to the learning.
Our task at BI is to support people to become better navigators, using a variety of processes, which we hope eventually individuals and groups will take on, use and develop for themselves.
We are calling our approach GroupAware. Our objective with GroupAware is to provide leaders with a rapid and exciting means to engage in the work of groups in a reflective manner and thereby to gain a clearer understanding of group dynamics. Our challenge is to steer a course between going deep enough for real change to take place, but not so deep that the group becomes mystified and stuck.
We find that some people do develop an interest in some of the underlying principles of the Double Task, which is rooted in socio-technical and psychodynamic theory, and they can subsequently delve as deep as they like. People at the BI are happy to facilitate this deeper exploration if required.
In our work developing a GroupAware approach within Wisdom in Groups, we have drawn some inspiration from the work of Jon Kabat Zinn. He was a pioneer in the development of Mindfulness, which has proved an immensely helpful practice for many people. Mindfulness has deep roots in Buddhism, and both psychoanalytic and psychological interventions such as Cognitive Behavioural Therapy. But Kabat Zinn developed it into a straightforward and simple practice. Mindfulness is an easy and useful gateway to a deep field as well as a valuable method in its own right.

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Simon Bell A personal reflection on some of the origins of GroupAware – an essay

Group Insight – ‘Reading’ & Leading

Leadership in a complex world requires multi-disciplinary insights that naturally leverage the strengths of your team. This makes social interactions a key component in a problem-solving environment. Whether planning projects, using ‘Agile’ techniques, monitoring or evaluating, the end result is a mix of explicit and implicit elements. Explicit artefacts such as ‘Programme Initiation Documents’ or project plans encapsulate one level of understanding.
The success of the endeavour, however, can be as dependent upon implicit and tacit elements such as shared understanding and common purpose. Leaders need to be as familiar with these more nebulous factors as with the explicit artefacts. Leading requires sensitivity and ability to read groups and extract insight from the dynamics of team working.