Volume 23, Issue 3 (10-2020)
Hakim 2020, 23(3): 306-319 |
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Ashoorkhani M, Mirzania M, Maleki M, Taghdisi M H, Shakibazadeh E. Lessons Learned from the Establishment of a Public Response Telephone System in the Covid-19 Epidemic Crisis in Iran: 2020. Hakim 2020; 23 (3) :306-319
URL: http://hakim.tums.ac.ir/article-1-2084-en.html
URL: http://hakim.tums.ac.ir/article-1-2084-en.html
Mahnaz Ashoorkhani1 
, Marjan Mirzania2 , Mostafa Maleki3 , Mohammad Hossein Taghdisi4 , Elham Shakibazadeh * 5
, Marjan Mirzania2 , Mostafa Maleki3 , Mohammad Hossein Taghdisi4 , Elham Shakibazadeh * 5
1- PhD in Health Education and Promotion, Department of Health Education and Promotion, School of Public Health, Tehran University of Medical Sciences.
2- PhD Student in Health Education and Promotion, Department of Health Education and Promotion, School of Public Health, Tehran University of Medical Sciences.
3- PhD Candidate in Health Education and Promotion, Department of Health Education and Promotion, School of Public Health, Tehran University of Medical Sciences.
4- PhD, Iranian Health Education & Promotion Scientific Association.
5- PhD in Health Education, Department of Health Education and Promotion, School of Public Health, Tehran University of Medical Sciences. ,Shakibazadeh@tums.ac.ir
2- PhD Student in Health Education and Promotion, Department of Health Education and Promotion, School of Public Health, Tehran University of Medical Sciences.
3- PhD Candidate in Health Education and Promotion, Department of Health Education and Promotion, School of Public Health, Tehran University of Medical Sciences.
4- PhD, Iranian Health Education & Promotion Scientific Association.
5- PhD in Health Education, Department of Health Education and Promotion, School of Public Health, Tehran University of Medical Sciences. ,
Abstract: (720 Views)
Introduction: The current study aimed to evaluate the experiences obtained from the 4030 telephone system from the perspective of managers and consultant operators.
Methodology: In this qualitative content analysis, we examined the views of operator consultants (n=21) and executive managers (n=5). The interviews were conducted by telephone one month after the launch of the 4030 system in two weeks. Interviews were audio-recorded after receiving the approval of interviewees. Data were analyzed in OpenCode version 4.2 using the CFIR framework.
Results: A total of 220 semantic codes were extracted and then categorized into five themes of program characteristics, inner setting, outer setting, characteristics of individuals involved in the program, and implementation process.
Conclusion: Initial planning, recruitment process, initial evaluation and training, and in-service training are of particular importance, which were not performed properly due to the hasty launch of the program. Internal interaction (between individuals, managers, and system administrators) and interactions with other target organizations were identified as weak. From the perspective of executives, participation (i.e. at all levels of planning, implementation, evaluation, and decision-making) has not been achieved properly, which has created a major obstacle for several mid-level management and executive processes and actions. It seems that with the onset of the Covid-19 pandemic in China and the possibility of its expansion to other countries, the precision of initial planning, expanding infrastructure, human resources, and other processes has increased.
Please cite this article as follows:
Ashoorkhani M, Mirzania M, Maleki M, Taghdisi MH, Shakibazadeh E. Lessons Learned from the Establishment of the Public Responsive Telephone System of the Ministry of Health (System 4030): A Survey of the Perspectives of Responsible Managers and Consultants. Hakim Health Sys Res. 2020;20(3);306-319.
*Corresponding Author: Health Education and Promotion Department, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran. Tel: (+98)9125796021, E-mail: Shakibazadeh@tums.ac.ir
Methodology: In this qualitative content analysis, we examined the views of operator consultants (n=21) and executive managers (n=5). The interviews were conducted by telephone one month after the launch of the 4030 system in two weeks. Interviews were audio-recorded after receiving the approval of interviewees. Data were analyzed in OpenCode version 4.2 using the CFIR framework.
Results: A total of 220 semantic codes were extracted and then categorized into five themes of program characteristics, inner setting, outer setting, characteristics of individuals involved in the program, and implementation process.
Conclusion: Initial planning, recruitment process, initial evaluation and training, and in-service training are of particular importance, which were not performed properly due to the hasty launch of the program. Internal interaction (between individuals, managers, and system administrators) and interactions with other target organizations were identified as weak. From the perspective of executives, participation (i.e. at all levels of planning, implementation, evaluation, and decision-making) has not been achieved properly, which has created a major obstacle for several mid-level management and executive processes and actions. It seems that with the onset of the Covid-19 pandemic in China and the possibility of its expansion to other countries, the precision of initial planning, expanding infrastructure, human resources, and other processes has increased.
Please cite this article as follows:
Ashoorkhani M, Mirzania M, Maleki M, Taghdisi MH, Shakibazadeh E. Lessons Learned from the Establishment of the Public Responsive Telephone System of the Ministry of Health (System 4030): A Survey of the Perspectives of Responsible Managers and Consultants. Hakim Health Sys Res. 2020;20(3);306-319.
*Corresponding Author: Health Education and Promotion Department, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran. Tel: (+98)9125796021, E-mail: Shakibazadeh@tums.ac.ir
Type of Study: Original |
Subject:
General
Received: 2021/05/20 | Accepted: 2020/10/1 | Published: 2020/10/1
Received: 2021/05/20 | Accepted: 2020/10/1 | Published: 2020/10/1
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