ArticlesShared Decision-Making A New Frontier for Case Management LeadershipTreiger, Teresa M. MA, RN-BC, CCM, FABQAURPAuthor Information Teresa M. Treiger, MA, RN-BC, CCM, FABQAURP, is a thought leader inspiring Conscious Case Management practice across the health care continuum. She is principal of her own company, Ascent Care Management, providing private case management, professional education, peer mentoring, and publication services. Teri has spoken across the United States and internationally on topics such as professionalism in practice, collaborative practice, transition of care, challenges to practice with the addicted client, integrated case management, and case manager self-care. She is a prolific author in journals and books, most recently as coeditor and contributing author of CMSA Core Curriculum for Case Management, 3rd edition (with Dr. Hussein Tahan) and coauthor of COLLABORATE for Professional Case Management: A Universal Competency Based Paradigm (with Ellen Fink-Samnick). Teri is a featured columnist in Professional Case Management's The Heartbeat of Case Management. She serves as a Commissioner for the Commission for Case Manager Certification and is a past National President of the Case Management Society of America (CMSA). She was a founding board member of the National Transitions of Care Coalition. Teri is married and lives with her husband Dave in Quincy, Massachusetts. She enjoys traveling the world and actively supports domestic and wild animal rescues and shelters. Address correspondence to Teresa M. Treiger, MA, RN-BC, CCM, FABQAURP, Ascent Care Management, Quincy, MA 02171 ([email protected]). The author reports no conflicts of interest. Professional Case Management: March/April 2020 - Volume 25 - Issue 2 - p 56-76 doi: 10.1097/NCM.0000000000000394 Buy Take the CE Test Metrics Abstract Purpose/Objectives: Despite improved access to information, many people are neither engaged in their health care nor in the decision-making process. As the hub of care coordination, case managers are perfectly positioned to participate in and support shared decision-making (SDM) efforts. This article addresses SDM from a case management perspective. The objectives are to define SDM and its process; discuss the ethical mandate of SDM; present an SDM approach; identify support for SDM within case management foundational documents; associate SDM to case management communication and relationship skills; and present an informed consent to case management scenario using a modified process recording. define SDM and its process;discuss the ethical mandate of SDM;present an SDM approach;identify support for SDM within case management foundational documents;associate SDM to case management communication and relationship skills; andpresent an informed consent to case management scenario using a modified process recording. Primary Practice Setting(s): Applicable to all health care sectors where professional case management is practiced. Findings/Conclusions: Communication skill is an essential case management competency. Shared decision-making is a communication process in which a case manager and a client collaborate to make the best health care decisions based on what matters most to the client. Case managers must undertake education and training to become fluent in shared decision-making as a core feature of person-centered, professional practice. Implications for Professional Case Management Practice: Professional case managers must understand the concept and principles of shared decision-making as applies in their practice as well as their responsibilities to support care team colleagues using shared decision-making concepts. Organizations should incorporate shared decision-making language in program descriptions, individual performance plans, satisfaction surveys, and department/organization goals. © 2020 Wolters Kluwer Health, Inc. All rights reserved.