Browsing by Author "Christodoulou, Maria"

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    Allergies and integrative medicine – making sense as a primary care practitioner
    (Allergy Society of South Africa, 2010-11) Christodoulou, Maria
    Integrative medicine (IM) is defined as a healing-oriented medicine that takes account of the whole person (body, mind and spirit) including all aspects of lifestyle. It emphasises the therapeutic relationship and makes use of all appropriate therapies, healthcare professionals and disciplines, in an evidence-based approach. The IM approach presented here considers a different perspective on disease manifestations, explores the pathophysiology of allergy in the context of biochemical individuality and emphasises a systems-oriented approach. Evidence-based dietary guidelines, supplements, botanicals and mind-body modalities that may be of benefit to the allergic patient are presented.
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    How to change organisational culture : action research in a South African public sector primary care facility
    (AOSIS Publishing, 2016) Mash, Robert; De Sa, Angela; Christodoulou, Maria
    ENGLISH SUMMARY : Background: Organisational culture is a key factor in both patient and staff experience of the healthcare services. Patient satisfaction, staff engagement and performance are related to this experience. The department of health in the Western Cape espouses a values-based culture characterised by caring, competence, accountability, integrity, responsiveness and respect. However, transformation of the existing culture is required to achieve this vision. Aim: To explore how to transform the organisational culture in line with the desired values. Setting: Retreat Community Health Centre, Cape Town, South Africa. Methods: Participatory action research with the leadership engaged with action and reflection over a period of 18 months. Change in the organisational culture was measured at baseline and after 18 months by means of a cultural values assessment (CVA) survey. The three key leaders at the health centre also completed a 360-degree leadership values assessment (LVA) and had 6 months of coaching. Results: Cultural entropy was reduced from 33 to 13% indicating significant transformation of organisational culture. The key driver of this transformation was change in the leadership style and functioning. Retreat health centre shifted from a culture that emphasised hierarchy, authority, command and control to one that established a greater sense of cohesion, shared vision, open communication, appreciation, respect, fairness and accountability. Conclusion: Transformation of organisational culture was possible through a participatory process that focused on the leadership style, communication and building relationships by means of CVA and feedback, 360-degree LVA, feedback and coaching and action learning in a co-operative inquiry group.