Diversity, Equity, and Inclusion Start From Within.

The values associated with diversity, equity, and inclusion (DEI) initiatives are well known to case managers. All values align with the ethical tenets of case management and its established resources of guidance, Yet, how effective is case management at applying these values within the workforce. Opportunities exist for implementation of an inclusive case management model that heeds with quality mandates and ethical expectations for practice.

Workplace Violence and Bullying: You Can Survive.

One of biggest challenges facing the health care industry today is workplace violence and bullying. Sadly, this trend has increased so dramatically that The Joint Commission is tracking these trends and has instituted new requirements in 2022. This Editorial describes the trend and suggests methods to mitigate the situation.

Collective Occupational Trauma, Health Care Quality, and Trauma-Informed Leadership: Intersections and Implications.

Managing stress, burnout, and vicarious trauma is a long-standing issue for the health and behavioral health workforce, including those in case management. Yet, the recent novel coronavirus pandemic has amplified routine burnout to record levels. Practitioners and patients are amid a new dynamic of collective occupational trauma (COT).

The Ethical Context of Hope: Case Management's Ongoing Challenge.

Case management's ethical tenets are timeless and remain a foundational pillar of case management practice. These tenets are independent of patient or situation context, even with the tremendous post/parapandemic times. Yet, the question beckons: Despite the times or their circumstances, how do health care professionals engage in ethical practice while still maintaining hope?

Informing the Professional Case Manager's Career Path: Five Lessons.

Professional case management's career path offers countless opportunities to pursue, from attainment of the highest levels of licensure and credentialing to education, and that terminal degree. Defining each point of the journey and individual milestones warrants keen attention to a number of areas. All of these decisions and options evolve in response to the industry landscape, as well as professional and personal development.

End of Life Care's Ongoing Evolution.

Purpose/objectives: PRIMARY PRACTICE SETTINGS:: Applicable to all settings across the transitions of care where case management practice occurs.

Findings/conclusions: Continuing shifts in society's cultural landscape, ongoing emphasis on value versus volume, and other industry fiscal imperatives continue to evoke an evolution in end-of-life care. The attainment of successful outcomes by professional case managers with those populations will be dependent on awareness and comprehension of regulations, legislation, and reimbursement; the influences of ongoing industry trends; availability of emerging resources; and ongoing technological advances.

Leveraging Interprofessional Team-Based Care Toward Case Management Excellence: Part 2, Team Development, Interprofessional Team Activation, and Sustainability.

Unlabelled: : Health care teams are constructive and efficient ways to approach, assess, coordinate, plan, and facilitate the client-centric and population-based care. Some iteration of team is in place across most practice settings, comprising different professionals and specialists, from multidisciplinary, interdisciplinary, and transdisciplinary to the most recent interprofessional model. This 2-part article series sets the tone for how interprofessional team-based care (IPTBC) empowers the care process.

Responding to the Changing Face of the Social Determinants of Health.

The social determinants of health (SDoH) are at the top of every health care organization's priority list. The ability to respond to these nonclinical client needs is driving the financial sustainability, if not survivability, of facilities and programs across the globe. Although a number of traditional populations have been long identified with the SDoH, the face of those clients and communities is changing.

Leveraging Interprofessional Team-Based Care Toward Case Management Excellence: Part 1, History, Fundamentals, Evidence.

Unlabelled: : Health care teams continue to be a constructive way to approach, assess, coordinate, plan, and facilitate the care of clients and populations. Independent of practice setting, some type of team is in place, engaging different professionals and specialists. There has been considerable evolution of these teams over the years, with a heritage of terms to frame each one, including "multidisciplinary," "interdisciplinary," and "transdisciplinary.

Six Lessons to Guide Intentional Career Action: Homage to the Queen of Soul and a Maverick Senator.

Independent of political perspective or musical preferences, the deaths of two individuals who played a major role in history was worthy of a moment of pause. The life lessons inspired by the efforts of these icons, plus the work of motivational author Jon Acuff together serve to empower the intentional action of professional case managers in defining a successful career path.

The New Age of Bullying and Violence in Health Care: Part 4: Managing Organizational Cultures and Beyond.

Unlabelled: Disrespect among the health and behavioral health workforce may have reached the point of no return. The industry is on heightened alert, as the disruptive behaviors of bullying and lateral violence, plus escalating incidents of workforce harassment and workplace violence incidents, impact every practice setting. These behaviors contribute to concerns around client and professional safety, quality-of-care processes, as well as workforce retention and mental health.

Managing the Social Determinants of Health: Part II: Leveraging Assessment Toward Comprehensive Case Management.

Behavioral Learning Objectives: This article will: PRIMARY PRACTICE SETTINGS(S):: Applicable to health and behavioral health settings where case management is practiced.

Findings/conclusions: When professional case managers use comprehensive assessments to inform their work with populations impacted by the SDH, barriers to care access can be more readily addressed (e.g.

Managing the Social Determinants of Health: Part I: Fundamental Knowledge for Professional Case Management.

Objectives: PRIMARY PRACTICE SETTING(S):: Applicable to health and behavioral health settings, wherever case management is practiced.

Finding/conclusion: The SDH pose major challenges to the health care workforce in terms of effective resource provision, health and behavioral health treatment planning plus adherence, and overall coordination of care. Obstacles and variances to needed interventions easily lead to less than optimal outcomes for case managers and their health care organizations.

The New Age of Bullying and Violence in Health Care: Part 3: Managing the Bullying Boss and Leadership.

Purpose/objectives: PRIMARY PRACTICE SETTING(S):: Applicable to all health care sections where case management is practiced.

Findings/conclusions: This article is the third of a 4-part series on the topic of bullying in the health care workplace. Part 3 addresses the dimensions of the bullying boss and leadership, posing major implications for patient safety plus the mental health of staff members.