This chapter examines how GroupCare Hospital expressed its commitment to reducing uncertainty in health care not only in the way that it managed its doctors but also in the partnerships it worked to establish among different constituencies within the organization. Thoughout GroupCare, the language of partnership abounded—patients “partnered” with the organization, physicians “partnered” with one another, and nurses and ancillary workers “partnered” with doctors and managers. The logic—at least according to administrators—was that the mitigation of status distinctions allowed the organization to evolve into a “culture of continuous improvement.” The chapter also considers the limits of rationalization at GroupCare as well as the labor-management partnership at the hospital. Finally, it explains how GroupCare used the language and practices of “partnership” as a strategy for securing a compliant workforce, noting that there was a certain egalitarianism among different constituencies within the organization.
Princeton Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.
If you think you should have access to this title, please contact your librarian.
To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us.