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Please use this identifier to cite or link to this item:
http://asiair.asia.edu.tw/ir/handle/310904400/3214
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| Title: | A study on solutions to medical disputes based on closed claim cases of an insurance company |
| Authors: | Chang Chih Ping |
| Contributors: | Department of Healthcare Administration/Healthcare Division |
| Keywords: | medical dispute;negotiation;negligence;compensation |
| Date: | 2006 |
| Issue Date: | 2009-11-17 11:12:11 (UTC+0) |
| Publisher: | Asia University |
| Abstract: | The purpose of this qualitative study are aimed to find out the epidemiology of closed claim cases from 2001 to 2006, and the negotiation model at a regional hospital through interviewed the experienced negotiators.
The results among 71 cases are?
1.Less compensation was paid by those hospitals who hired expertise in charge of malpractice dispute, while local hospitals and clinics may pay higher compensation due to shortage of negotiation power.
2. The cases of which the of negotiation period between six months to one year got less compensation, while cases spent four to five years for negotiation got more paid.
3. The compensation will be higher if through judicial process than those through bilateral compromise.
4.The amount of compensation showed positive correlation with patient gender (man paid more), age (thirty to fifty year-old paid more), the severity of disease, the degree of injury caused by malpractice, the size of hospital (clinics paid highest compensation), and evident negligence, however, there was no relation with whether the patient survived or not.
The negotiation model with predictive injury induces by non-negligence is through third party while those of un-predictive injury induces by non- negligence included comfort the emotional stresses of family by hospital social worker, and sincere explanation of the incident. However, if the medical injury happened in the regional hospital , the best way of negotiation is to admit the error, and then paid the compensation either through expertise of hospital or thirty party (such as local legislators).
We suggest that the medical institute should cultivate the employees in medical malpractice negotiation, emphasis the communication skill of physicians in daily practice, and deploy continuous systemic improvement, such as root cause analysis, total quality management and risk management |
| Appears in Collections: | [健康管理組] 博碩士論文
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