Abstract
- There is extensive variability in the role of a case manager. Because of their focus on care coordination, case managers are well-positioned to facilitate smooth transitions of care, ultimately leading to improved care delivery, patient outcomes, and experiences for the patient. However, their ability to effectively achieve these goals is compromised due to the high levels of role conflict and role ambiguity that exist within the profession. The purpose of this study was to assess how case managers perceived role conflict and role ambiguity following a targeted intervention to address these issues and what factors contributed to the variation in their perceptions. The study was conducted in Michigan at Henry Ford Health System (HFHS), where the structure and functions of case management recently underwent revisions resulting in the integrated case management model. One of the primary outcomes of this intervention was the creation of a unified scope of practice for all case management personnel, both registered nurses and licensed master’s social workers, which was adopted in a variety of inpatient and ambulatory settings across the health system.