In modern times of personalization, there is a need to balance personalization and the standardization of care. The rationale for striking a balance between the two stems from the fact that as much as patients request personalized care, health care professionals have a duty to deliver quality care and adhere to other codes of conduct within the industry. Personalization and standardization can be balanced by ensuring that the medical personnel is culturally competent.
The rationale behind cultural diversity is based on the fact that it is the core of the health care industry. Diversity is considered for the internal workforce within hospitals and at the community levels. Besides, it extends to include research, education, and patient care. Through cultural diversity, personalization and standardization can be balanced through strengthening and advancing the existing policies and procedures and involving all community members.
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Another way for striking a balance is leveraging the innovations and technological advancements. According to the author, health care centers have embraced specific initiatives to help people access health innovations. For instance, AXA has used technology to engage in the continuum of care with patients (Llopis, 2019). For example, through advocating for telemedicine and investing in health tech startups that could positively impact patients' lives. Furthermore, the core goal of striking a core balance between the two is ensuring diseases are prevented and treated at both an individual level and community level.
In conclusion, striking a balance between personalization and standardization is crucial in the era of personalization. This is possible by taking cultural diversity and leveraging the available technological advancements and innovations.
Reference
Llopis, G. (2019). Healthcare In The Age Of Personalization Part 5: Clinical Implications . Forbes. https://www.forbes.com/sites/glennllopis/2019/04/07/healthcare-in-the-age-of-personalization-part-5-clinical-implications/?sh=732e10e27e7a .
