Posted: March 2nd, 2022

Nursing (Health Leadership W8 R)

Assignment

(Note from me: you have already help with the main part of the assignment. The part that I want you to work on now is to help me responds to two post from to different colleagues. I have attached their post so read it and give a respond to their post. Just a page or less will be fine as long as it meets the discussion)

Instructions:

You are the nurse manager on an orthopedic unit in your hospital. The CNO convenes a retreat with all of the nurse managers in the department of nursing to create a unified vision for the Department of Nursing and then challenges each of you to come up with your own vision for your individual unit that is in alignment with that Department of Nursing vision. The Department of Nursing vision that all of you have worked on and developed and are now in agreement with is ‘Providing Excellent, Evidenced Based Care Delivery With Every Patient Encounter.’ Please discuss the following points:

· What process will you use to develop your unit’s vision and why?

· How will you incorporate it into the culture of your unit once you have developed it?

· How will you incorporate/model this in your interdisciplinary interactions?

Please include at least one citation besides your book when completing this post.

Initial Post Due:

Responses Due:

· Respond to at least (2) of your colleague’s postings over the course of the week to continue the dialogue. In addition, please be sure to reply to those that post to your thread.

DISCUSSION POSTER 1

As a nurse manager on an orthopedic unit and in alignment with the hospital’s vision of excellence, I would develop a vision for my specific unit that is based off the SWOT analysis. According to Murray (2017), the SWOT analysis takes into consideration the unit’s strengths, weaknesses, opportunities, and threats. Prior to creating a vision, I think it is important to assess the unit as a whole in order to figure out the appropriate goals that the unit can work towards together. According to Drenkard (2001), the shortage of nurses in the field is only projected to keep increasing. With more and more nurses leaving the bedside, I think it is imperative to consider all aspects of management when it comes to creating further pressure on nurses to act a certain way in order to help their organization reach certain milestones, such as Magnet recognition. Although the Magnet Recognition Program consists of components of measuring the outcomes related to nursing, majority of the focus of the program seems to be on the professional practice and leadership. I think the main priority of nurses is patient care that is related to quality and safety. Magnet recognition is significant and each aspect of it is so important; however, with the demands that are already placed on nurses, with little to no additional benefits to them, I do not think it is appropriate to ask nurses to go above and beyond for their leaders as their own health, both mental and physical, are not always prioritized by the very organization that claims to have their best interests at heart.

Once I have assessed the needs and limitations of my unit, I would create a vision to uphold the virtue of excellence as it relates to providing evidence-based patient care. The vision would work towards group cohesiveness. To do this, I would utilize both the scientific management theory and the principles of negotiation, conflict resolution, and power sharing. The reason I would utilize the scientific management theory is because it focuses on using financial rewards to increase the desired outcomes (Murray, 2017). I think it is important to compensate nurses appropriately for additional tasks and responsibilities that are placed on them, especially during a pandemic. The principles of negotiation, conflict resolution, and power sharing all focus on the differences in human behavior and the roles of the group as a whole. I think it is important to understand others before attempting to work together to meet a common goal. I think if this is done before implementing the steps that come with the vision set for the unit, it will be much easier to incorporate the vision into the culture of the unit. Understanding the culture is vital. Once the culture is analyzed and perhaps improved, the people on the unit would be more likely to want to implement the changes set for them, at least in my opinion. Similarly, the interdisciplinary team would then witness the cooperation and cohesiveness of the unit and become more motivated to continue to uphold the idea of it. Our unit would also be stronger in numbers, which would hopefully discourage others from acting in a way that would not benefit the unit in its entirety.

References

Drenkard, K.N. (2001). Creating a future worth experiencing: nursing strategic planning in an integrated healthcare delivery system. Journal of Nursing Administration, 31(7/8), 364-376. https://doi.org/10.1097/00005110-200107000-00008

Murray, E. (2017). Nursing leadership and management for patient safety and quality. Philadelphia, PA: F.A. Davis.

DISCUSSION POSTER 2

As a nurse manager on an orthopedic unit within the hospital I think there are three components necessary to developing a units vision. First, I would use the SWOT analysis to collect unit data, analyze said data, and identify areas of improvement to attain the units vision. Secondly, I would reflect on the exemplary professional practice to align with the five model components of the fourteen forces of magnetisms. I find this appealing because, there needs to be a firm comprehension of the nursing role and practice, teamwork between healthcare professionals, and a willingness to learn and adapt with healthcare as it increasingly becomes more diverse. Much of the focus this semester relates to overcoming the sociocultural and health reform barriers of care. As student nurses we are finding, that many nurses feel undervalued and, because of this, don’t want to implement change or grow their knowledge. This leads me to the third component of the process, learning organization theory. By applying the learning organizational theory, I believe this would help foster an environment for staff to expand their skillset and knowledge base to achieve realistic future goals that improve the unit vision and quality of patient care. This specific theory was created by Peter Senge and was referenced in one article as, “Such an organisation operates an organisational learning cycle where new knowledge is created, captured, shared and implemented” (Al-Abri et al., 2007). Personally, I don’t believe change can occur without being willing to learn, share knowledge, and apply knowledge. That is why I found this process beneficial to execute unit vision.

Often individuals think that developing a vision is the hard part. However, it’s the implementation of said change, because nobody wants change. This is something we have previously discussed during the semester and it requires a nurturing type of leadership. Qualities of a nurturing leader is one who allows for trial and error, utilizes errors as a growth opportunity, rewards staff for a willingness to expand and apply new knowledge, and implements trial runs to gain staff and management feedback for unit improvement. When we combine leadership quality, style, and learning organization theory we set a sound foundation in improving the vision. People are generally more willing to try if they know that failure will not cost them their job. This would include staff being able to introduce better aspects of pain management, collaborating with the mental health unit to address the psychological aspect of patient care, and revamping rehabilitative innovations to reduce hospital stays after orthopedic injuries or surgeries. The hospital has to give to receive and this means having staff participate in evidence based research that is applicable in bettering the unit. This approach would promote staff satisfaction, build confidence and trust, and improve patient outcomes which, exceeds the unit vision.

I think this modeled approach would help incorporate success into my interdisciplinary interactions. One of my biggest pet peeves with the American population is, they want quick solutions in the setting of chronic conditions. What I mean by that, is people are not willing to take the necessary steps in preventing a condition, but expect us to quickly treat their condition. As we observe healthcare shifting from disease prevention to acute resolution, we see that unit visions are seeking a way to improve the quality of patient life instead of longevity. Personally, I feel strongly that evaluating a units strengths, weakness, opportunities, and threats to patient care plays a major role in patient outcomes. As mentioned above we cannot control whether patients aid themselves in preventing disease, but we can improve the quality in which it is managed. Evaluating this on the unit helps achieve quality patient outcomes. By executing exemplary practice, we allow staff to find and implement evidence based solutions without consequence. Again, this builds unity in the vision of attaining a realistic goal that encourages patients in disease prevention and, also the quality of the methods being used. I have stated many times that change is not universal and therefore, alternate approaches are vital in producing change. Finally, the learning organizational theory is comprised of five components that collaborate in building unit vision. What this means, is units are combining the use of systems thinking between staff and leaders, allowing personal mastery of expertise within the team, being open minded in respect to individual mental models, and using team learning to build the shared vision. Without this approach I would fear failing my unit and seeing a reduction in patient outcome and staff satisfaction.

Al-Abri, R. K., & Al-Hashmi, I. S. (2007). The learning organisation and health care education. Sultan Qaboos University medical journal, 7(3), 207–214.

Murray, E. J. (2022). Nursing leadership and management for Patient Safety and Quality Care. F.A. Davis Company.

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Tags: 2803NRS, ACC 502 GCU, ACCCN, ACCT 553 DeVry, ACCT20071, ACCT6003