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Organização Pan-Americana da Saúde / Organização Mundial da Saúde1149. Chin H. Cómo conseguir el cambio. In: Pickering S, Thompson J. Gobierno clínico y gestióneficiente: cómo cumplir la agenda de modernización. Barcelona: Churchill LivingstoneElsevier; 2010.1150. Handy C. Gods of management. London: Souvenir Press; 1978.1151. Beckhard R, Harris RT. Organizational transitions. Reading: Addison-Weley PublishingCompany; 1987.1152. Harrison R. Strategies for a new age. Human Resource Manage. 1983; 22: 209-235.1153. Kouzes JM, Posner BZ. The leadership challenge: how to keep getting extraordinary thingsdone in organizations. San Francisco: Jossey-Bass; 1995.1154. Ashton A. Cultura organizativa. In: Pickering S, Thompson J. Gobierno clínico y gestióneficiente: cómo cumplir la agenda de modernización. Barcelona: Churchill LivingstoneElsevier; 2010.1155. Bridges W. Transitions, making sense of life's changes. London: Nicholas Brearley; 1980.1156. Bates P. Strategies for cultural change. Oxford: Butterworth-Heinemann; 1999.1157. Hill S. Why quality circles failed but total quality management might succeed. British Journalof Industrial Relations. 1991; 29: 541-568.1158. Senge P. A quinta disciplina. São Paulo: Editora Best Seller, 1990.1159. Flaherty J. Coaching: evoking excellence in others. Oxford: Butterworth-Heinemann; 1999.1160. Illes V, Sutherland K. Managing change in the NHS. Organisational change: a review forhealthcare managers, professionals and researchers. London: National Coordinating Centrefor NHS Service Delivery and Organisation R&D; 2001.1161. Page S, Allsopp D, Casley S. The practice development unit: an experiment in multidisciplinaryinnovation. London: Whurr; 1998.1162. Wallace LM, Freeman T, Latham L, Walshe K, Spurgeon P. Organisational strategies forchanging clinical practice: how trusts are meeting the challenges of clinical governance.Quality in Healthcare. 2001; 10: 76-82.1163. Rabelo RJ. Gestão de mudança. Florianópolis: Departamento de Automação e Sistemas daUniversidade Federal de Santa Catarina; 2010.1164. Kisil M. Gestão da mudança organizacional. São Paulo: Instituto para o Desenvolvimento daSaúde; 1998.1165. Lopes PCB, Stadler CC, Kovaleski JL. Gestão da mudança organizacional. Ponta Grossa:Centro Federal de Educação Tecnológica do Paraná; 2003.1166. Bonomi AE, Wagner EH, Glasgow RE, Von Korff M. Assessment of chronic illness care (ACIC):a practical tool to measure quality improvement. Health Serv. Res. 2002; 37: 791-820.1167. Si D, Connors C. Assessing health centre systems for guiding improvement in diabetes care.BMC Health Serv. Res. 2005; 5: 56.1168. Solberg LI, Crain AL, Sperl-Hillen JM, Hroscikoski MC, Engebretson KI, O'Connor PJ. Carequality and implementation of the chronic care model: a quantitative study. Ann. Fam. Med.2006; 4: 310-316.510
O CUIDADO DAS CONDIÇÕES CRÔNICAS NA ATENÇÃO PRIMÁRIA À SAÚDE1169. Aragones A, Schaefer EW, Stevens D, Gourevitch MN, Glasgow RE, Shah NR. Validation ofthe Spanish translation of the Patient Assessment of Chronic Illness Care (PACIC) survey. Prev.Chronic Dis. 2008; 5: A113.1170. Glasgow RE, Wagner EH, Schaefer J, Mahomey LD, Reid RJ, Greene SM. Development andvalidation of the Patient Assessment of Chronic Illness Care (PACIC). Med. Care. 2005; 43:436-444.1171. Secretaria Municipal de Saúde de Curitiba. Atenção às condições crônicas. Curitiba: CIS/SMSde Curitiba; 2011.1172. Institute for Healthcare Improvement. Chronic conditions, how to improve. s/data [acesso em12 de outubro de 2008]. Disponível em http://www.ihi.org.1173. Moysés S, Schwab G, Moysés SJ. Pesquisa avaliativa sobre a implantação do Modelo deAtenção às Condições Crônicas em Curitiba. Curitiba: Pontifícia Universidade Católica doParaná; 2011.1174. Institute for Healthcare Improvement. IHI's collaborative model for achieving breaktroughimprovement. Cambridge: Institute for Healthcare Improvement, Innovation Series; 2003.1175. Nelson E, Batalden P, Godfrey M. Quality by design: a clinical system approach. San Francisco:Jossey-Bass Publishers; 2007.1176. Quinn JB. Intelligent enterprise: a knowledge and service based paradigm for industry. NewYork: The Free Press; 1992.1177. Nolan TW. Execution of strategic improvement iniciatives: to produce system level results.Cambridge: Institute for Healthcare Improvement, Innovation Series 2007; 2007.1178. Langley GJ, Moen RD, Nolan KM, Nolan TW, Norman CL, Provost LP. Modelo de melhoria.Campinas: Mercado de Letras; 2011.1179. Associates in Process Improvement. Model for Improvement.s/data [acesso em 23 de agostode 2008]. Disponível em http://www.apiweb.org/API_home_page.htm.1180. Shimazaki ME. Guia de estudo: atenção às condições crônicas. Belo Horizonte: Secretaria deEstado de Saúde de Minas Gerais; 2009.1181. Martin JR. Summaries of The New economics for Industry, Government and education 1993.s/data [acesso em 12 de janeiro de 2012. disponível em: http://waaw/info/ArticleSummaries/ArtSumDeming93.1182. Berwick DM. Developing and testing changes in delivery of care. Annals of Internal Medicine.1998; 128: 651-656.1183. Berwick DM. Eleven worthy aims for clinical leadership of health system reform. JAMA. 1994;272: 797-802.1184. Pselk PE. Collaboration across organizational bounderies to improve the quality of care.American Journal of Infection control. 1997; 25: 85-95.1185. Flamm BL, Berwick DM, Kabcenell A. Reducing cesarean section rates safely: lessons from aBreakthrough Series Collaborative. Birth.1998; 25: 117-124.1186. Kilo CM, Kabcenell A, Berwick DM. Beyond survival: toward continuous improvement inmedical care. New Horizons. 1998; 6: 3-11.511
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Organização Pan-Americana da Saú
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Os generalistas e os especialistas.
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GráficosGráfico 1: Pirâmides et
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Lista de Acrônimos e SiglasAAE: At
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ApresentaçãoEste livro é mais um
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IntroduçãoO Brasil vive, nesse in
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O CUIDADO DAS CONDIÇÕES CRÔNICAS
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Capítulo 1 - A crise fundamental d
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Capítulo 2 - A resposta social aum
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Capítulo 7 - Os níveis 3, 4 e 5 d
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Referências bibliográficas1. Port
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