The Importance of Cultural Awareness in the Management of Heart Failure: A Narrative Review
Publication date
2024-03-12
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Abstract
Heart failure is a commonly encountered clinical syndrome arising from a range of etiologic cardiovascular diseases and manifests in a phenotypic spectrum of varying degrees of systolic and diastolic ventricular dysfunction. Those affected by this life-limiting illness are subject to an array of burdensome symptoms, poor quality of life, prognostic uncertainty, and a relatively onerous and increasingly complex treatment regimen. This condition occurs in epidemic proportions worldwide, and given the demographic trend in societal ageing, the prevalence of heart failure is only likely to increase. The marked upturn in international migration has generated other demographic changes in recent years, and it is evident that we are living and working in ever more ethnically and culturally diverse communities. Professionals treating those with heart failure are now dealing with a much more culturally disparate clinical cohort. Given that the heart failure disease trajectory is unique to each individual, these clinicians need to ensure that their proposed treatment options and responses to the inevitable crises intrinsic to this condition are in keeping with the culturally determined values, preferences, and worldviews of these patients and their families. In this narrative review, we describe the importance of cultural awareness across a range of themes relevant to heart failure management and emphasize the centrality of cultural competence as the basis of appropriate care provision.
Keywords
cultural awareness, cultural competence, heart failure, migration, Endocrinology, Diabetes and Metabolism, Hematology, Public Health, Environmental and Occupational Health, Cardiology and Cardiovascular Medicine, Pharmacology (medical)
Citation
Beattie, J M, Castiello, T & Jaarsma, T 2024, 'The Importance of Cultural Awareness in the Management of Heart Failure : A Narrative Review', Vascular Health and Risk Management, vol. 20, pp. 109-123. https://doi.org/10.2147/VHRM.S392636