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Shared Decision Making in Health CareAchieving evidence-based patient choice$
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Glyn Elwyn, Adrian Edwards, and Rachel Thompson

Print publication date: 2016

Print ISBN-13: 9780198723448

Published to Oxford Scholarship Online: September 2016

DOI: 10.1093/acprof:oso/9780198723448.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 22 October 2021

Dispelling myths about the implementation of shared decision making

Dispelling myths about the implementation of shared decision making

(p.105) Chapter 17 Dispelling myths about the implementation of shared decision making
Shared Decision Making in Health Care

Alan Nye

Suzanne Brodney

Meg Bowen

Richard Wexler

Oxford University Press

There are many myths and presupposed barriers regarding implementation of shared decision making (SDM). Many health professionals say SDM is impossible because it’s too time-consuming, although evidence on this is mixed. Others say that they ‘already’ do SDM, yet careful examination of records of clinical encounters shows this is untrue. Some say that SDM can only be done with well educated individuals, yet evidence suggests those who with least education gain the most. These myths are difficult to move past, especially for clinicians. As advocates for SDM and experienced clinicians, we want to allay some of the commonest myths with four examples of SDM projects that have been successful in real clinical settings. Implementation of SDM is achievable and sustainable with appropriate support. It is not, in our view, an unattainable goal. The experiences described here serve to embolden and reassure those who wish to move forward with SDM.

Keywords:   Barriers, case studies, implementation, clinical leadership, shared decision making

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