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NUR 514 Topic 1: Health Care Systems, Organizational Relationships, And Interprofessional Health Care Environments
Objectives:
Resources
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Advanced Practice Nursing: Essential Knowledge for the Profession
Read Chapter 7 in Advanced Practice Nursing: Essential Knowledge for the Profession.
View Resource
Leadership in Nursing Practice: Changing the Landscape of Health Care
Read Chapter 9 in Leadership in Nursing Practice: Changing the Landscape of Health Care.
View Resource
Interprofessional Collaboration: Three Best Practice Models of Interprofessional Education
Read “Interprofessional Collaboration: Three Best Practice Models of Interprofessional Education,” by Bridges, Davidson, Odegard,
… Read More
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3081249/
Core Competencies for Interprofessional Collaborative Practice: 2016 Update
Read “Core Competencies for Interprofessional Collaborative Practice: 2016 Update,” by the Interprofessional Education Collaborat
… Read More
https://ipec.memberclicks.net/assets/2016-Update.pdf
Using Systems Thinking to Envision Quality and Safety in Healthcare
Read “Using Systems Thinking to Envision Quality and Safety in Healthcare,” by Stalter and Mota, from Nursing Management
… Read More
https://journals.lww.com/nursingmanagement/fulltext/2018/02000/using_systems_thinking_to_envision_quality_and.7.aspx
AONL Nurse Leader Competencies
Read “AONL Nurse Leader Competencies,” located on the American Organization for Nursing Leadership (AONL) website.
https://www.aonl.org/resourc
Aug 4-6, 2022
Consider the evolution of the U.S. health care system. Discuss how the shift to value-based health care has impacted delivery of care and the role and responsibilities of the advanced registered nurse. Project what major evolving trends in the health care delivery system will affect nursing practice and how advanced registered nurses will influence the direction of health care.
://medcitynews.com/2021/04/the-shift-to-value-based-care-has-accelerated-in-the-wake-of-the-pandemic/
Aug 4-8, 2022
Based on your experience, explain how systems thinking helps leaders to build strong interprofessional and organizational relationships. Discuss some system thinking tools nursing leaders can apply to increase interprofessional collaboration to benefit patient outcomes or organizational initiatives. Make sure to incorporate the Interprofessional Education Collaborative (IPEC) competencies in your response.
In nursing, system thinking is a process of awareness about clinical boundaries, authority, hierarchy of the medical field, and the awareness of interdependencies- meaning nurses displaying strong leadership skills can implement change for the better of the unit/hospital. It is important for nurses implementing system thinking skills to understand the importance of interrelationships among nurses and other healthcare professionals (Statler& Mota, 2018). It is imperative that nurses, doctors, therapists, etc work together to improve the patient’s outcome and make treatments run smoothly. Nurse leaders and educators can use their experience and skills in system thinking to help others understand the steps they can take and roles they play in reaching a common goal within their organization (Statler & Mota, 2018). A nurse can inspire others to take action by being role models in promoting interprofessional teamwork, leading change, and creating an environment of mutual respect and team collaboration (Statler & Mota, 2018).
IPEC was created to develop core competencies and to build upon each profession’s disciplinary competencies. The intention was to get students of different health professions engaged in other professions learning to better integrate population health approaches across different professions, leading to better collaborative work. Their goal is to teach a variety of healthcare disciplines to students to help aid in better interprofessional relationships (McKearney, n.d.). Because of IPEC, nurses and nurse leaders know their defined role in a patient’s care and can incorporate and interact with other professions to reach the common goal- a healthy patient outcome. By having strong interdisciplinary communication, patients can feel they are receiving proper care with a team that works together, rather than against each other, which I have witnessed many times. Doctors of other specialties will go against one of another specialty or talk negatively about the plan of care created by the other team. This does not give a patient faith in the care they will receive. Nurses and nurse leaders can help bridge this gap by accurately relaying information to each specialist care team involved. As a patient’s care team, each individual has their own specialized skill set, therefore working together leads to a higher functioning team. Another way nurse leaders can implement system thinking, is by encouraging others to create a fair, just environment. It is important that we take responsibility for our actions, own our mistakes, reporting near misses, reporting system breakdowns, such as communication issues, and lack of supplies essential for patient care (Statler & Mota, 2018). Nurse leaders and educators can use their skills to teach others how to create individualized care plans and get the patient involved in their care. This leads to more compliant patients with a better understanding of their health issues.
WC 430
References
Stalter, A. M., & Mota, A. (2018). Using systems thinking to envision quality and safety in healthcare. Nursing management, 49(2), 32-39. https://journals.lww.com/nursingmanagement/fulltext/2018/02000/using_systems_thinking_to_envision_quality_and.7.aspx
McKearney, S. (n.d.). About Us. Interprofessional Education Collaborative. Retrieved August 8, 2022, from https://www.ipecollaborative.org/about-us
Replies to Ashley
Nurse leaders must be understanding of the complexity and importance of interprofessional and organizational relationships. The responsibilities a leader carries are widely varied and continue to increase in significant ways. It is imperative for Interprofessional Education Collaborative (IPEC) to be incorporated and implemented from the beginning of one’s nursing career. This includes the initiation of their function and values from the start as nursing students. With the incorporation of the IPEC, the goal is to improve health care and advance the growing health population with an effective framework of medical professionals. “Students trained using an IPE approach are more likely to become collaborative interprofessional team members who show respect and positive attitudes towards each other and work towards improving patient outcomes” (Bridges, Davidson, Odegard, Maki & Tomkowiak, 2011). The importance of teamwork as a leader is imperative to the success of the overall mission. Working as an intensive care nurse leader has shown me that we cannot function alone, and we must find cohesion with the support and collaboration of interprofessional teams.
System thinking provides leaders with a deeper insight and utilization of up-to date practices that coincide with the infrastructure of the IPEC. “Systems thinking is a process of self-awareness in which the nurse knows boundaries specific to clinical reasoning, personal effort, reliance on authority, and awareness of interdependencies” (Stalter & Mota, 2018). A prime example is the increase incorporation of evidence-based practices with other professions to optimize care with the common goal of quality care. This coincides with one of the core competencies through values and ethics for interprofessional practice. Through collaboration of multidisciplinary teams, these practices are increasing the quality and safety of care throughout healthcare. This system coincides with the incorporation of a value-based health care system. In conclusion, implementing IPEC and integrating system think tools into our practice is a critical aspect of progressing forward in our professional development.
References
Bridges, D. R., Davidson, R. A., Odegard, P. S., Maki, I. V., & Tomkowiak, J. (2011). Interprofessional collaboration: three best practice models of interprofessional education. Medical education online, 16, 10.3402/meo.v16i0.6035. https://doi.org/10.3402/meo.v16i0.6035
Stalter, A. M., & Mota, A. (2018). Using systems thinking to envision quality and safety in Healthcare. Nursing Management, 49(2), 32–39. https://doi.org/10.1097/01.numa.0000529925.66375.d0
Word Count: 314
Objectives:
Resources
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Advanced Practice Nursing: Essential Knowledge for the Profession
Read Chapters 4 and 27 in Advanced Practice Nursing: Essential Knowledge for the Profession.
View Resource
Leadership in Nursing Practice: Changing the Landscape of Health Care
Read Chapters 2-4, 7, and 14 in Leadership in Nursing Practice: Changing the Landscape of Health Care.
View Resource
Great Leaders Inspire Great Followership
Read “Great Leaders Inspire Great Followership,” by Cruz, from Leadership Excellence (2014).
https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=97399121&site=ehost-live&scope=site&custid=s8333196&groupid=main&profile=ehost
Advancing the Nursing Profession Begins With Leadership
Read “Advancing the Nursing Profession Begins With Leadership,” by O’Neill, from Journal of Nursing Administration (2013
… Read More
https://lopes.idm.oclc.org/login?url=http://gateway.ovid.com.lopes.idm.oclc.org/ovidweb.cgi?T=JS&CSC=Y&NEWS=N&PAGE=fulltext&D=ovft&AN=00005110-201304000-00001&PDF=y
From Trait to Transformation: The Evolution of Leadership Theories
Read “From Trait to Transformation: The Evolution of Leadership Theories,” by Johns and Moser, from Education (1989).
… Read More
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=4717838&site=ehost-live&scope=site
Nursing Leadership From Bedside to Boardroom: Opinion Leaders’ Perceptions
Read “Nursing Leadership From Bedside to Boardroom: Opinion Leaders’ Perceptions,” by Blizzard, Khoury, and McMurray (2015), loca
… Read More
Nursing Leadership From Bedside to Boardroom: Opinion Leaders’ Perceptions
Leadership Styles: Choosing the Right Approach for the Situation
Read “Leadership Styles: Choosing the Right Approach for the Situation,” located on the Mind Tools website.
http://www.mindtools.com/pages/article/newLDR_84.htm
Transformational Leadership: Becoming an Inspirational Leader
Read “Transformational Leadership: Becoming an Inspirational Leader,” located on the Mind Tools website.
http://www.mindtools.com/pages/article/transformational-leadership.htm
Servant Leadership: Putting Your Team First, and Yourself Second
Read “Servant Leadership: Putting Your Team First, and Yourself Second,” located on the Mind Tools website.
https://www.mindtools.com/pages/article/servant-leadership.htm
What Is the Difference Between Management and Leadership?
Read “What Is the Difference Between Management and Leadership?” by Murray (2014), located on The Wall Street Journa
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An Alternative Approach to Nurse Manager Leadership
Read “An Alternative Approach to Nurse Manager Leadership,” by Henriksen, from Nursing Management (2016).
https://journals.lww.com/nursingmanagement/Fulltext/2016/01000/An_alternative_approach_to_nurse_manager.13.aspx
Nurse Manager Skills Inventory
Complete the “Nurse Manager Skills Inventory,” by the Nurse Manager Leadership Partnership (NMLP), located on the HWE Resources p
… Read More
https://www.aacn.org/nursing-excellence/healthy-work-environments/hwe-resources
Leadership Style Reflective Essay Assignment Self-Assessment Resources
These resources will be used to complete the Leadership Style Reflective Essay assignment, due in this topic. Please refer to the assignm
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What Is Servant Leadership?
Explore the “What Is Servant Leadership?” page of the Greenleaf Center for Servant Leadership website.
https://www.greenleaf.org/wh
Aug 11-13, 2022
Differentiate between “leading” and “managing.” Based on your experience in the health care industry, explain how an advanced registered nurse can lead well and provide management. Share at least one strategy you have used to effectively lead and manage staff within health care organizations Consider interactions with patients, team members, daily tasks, and responsibilities as you formulate your response.
I have always seen managers and leaders as two separate roles. The title of manager comes with the job and authority they were given. A leader is a title that is earned with credibility and vision. Management focuses on efficiency, function and processes while leadership focuses on relationship, interactions and influence (Weberg et al., 2019). Not all managers are good leaders, and anyone can be a good leader. Managing is performing the defined technical skills and duties needed for maintaining a department of staff. Leading is inspiring, motivating or encouraging the team or individuals that do the work.
Advanced practice registered nurse can both lead and provide management. Advanced practice nursing leadership and its contribution to improving the care environment for patients and families, nurses and other healthcare providers, organizations and the healthcare system (Lamb et al., 2018). APRNs have the education, expertise and skills to manage and lead nurses and their peers within their organizations. They know the business of health care and its challenges to meet the expectations of the organizations they belong to. APRNs have the technical knowledge and research skills to develop policy and strategies towards organizational goals and quality outcomes. As leaders, APRNs can have the ability to influence nurses and patients towards shared goals. APRNs must have good and direct communication skills to inspired and challenge others to meet desire outcomes.
As a nurse manager one strategy I use to manage and lead my team is open, honest and effective communication. I accomplish this with rounding daily with my team and patients. I first start my day with a morning huddle meeting with staff and reviewing our organizational and department goals and opportunities. I elicit feedback and advice from them on what are the barriers and issues that may prevent them from delivering good care and understand their concerns. And throughout the day I try to meet with each one individually starting off casually then some to a more simi-formal meeting. I tend to incorporate servant leadership with active listening, stewardship and growth. It is important to maintain trust and understanding between my staff and myself. When I round with patients I focus on active listening, providing empathy and making sure their individual needs are met.
Word Count: 372
Lamb, A., Martin-Misener, R., Bryant-Lukosius, D., & Latimer, M. (2018). Describing the leadership capabilities of advanced practice nurses using a qualitative descriptive study. Nursing open, 5(3), 400–413. https://doi.org/10.1002/nop2.150
Weberg, D., Mangold, K., Porter-O’Grady, T., & Malloch, K. (2019). Leadership in nursing practice: Changing the landscape of health care (3rd ed.). Jones & Bartlett Learning. ISBN-13: 9781284146530
Aug 11-15,
Discuss potential causes of conflict occurring within health care organizations. What are some principles of negotiation and conflict resolution used by the nurse leader to address conflict? What model or leadership theory would be effective to use in addressing conflict?
There are many potential causes of conflict within a health care organizations. The biggest one that stands out to me is personality conflict. In any healthcare organization there are multiple people with different personalities. In a hospital for example you have the support staff, the clinical staff, the physicians, the managers and then upper management to name a few. All want very specific things and outcomes and these can clash at times. There are also different personalities that come into play as well. There are those that are very passive and just complete the tasks that they are told if if they don’t believe that they are right. There are those that are more middle of the road that will speak out if they feel passionately or strongly about something. Then there are those at want to questions everything or believe that they are right no matter what all time. There are also varying degrees in between. This is where conflict can arise when you have multiple people caring for a patient and believe what they are doing is right and what is best for the patient.
The nurse leader will be looked to to help manage conflict and bring about resolution. There are multiple strategies that the nurse leader can use to bring about resolution. The of the more common are compromise, collaboration and mediation. The nurse leader can help facilitate any of these methods of conflict resolution. They can help one or both parties assess what is needed and how a compromise of the two ideas or plans can be reached. The nurse leader can suggest collaboration with the two parties that they may work on the specific problem together and bring together their ideas into a unified solution. The nurse leader can also be a mediator between the two sides if compromise and or collaboration do not prove successful. They can help guide the two parties to come to an agreement and work on unified front.
The model that would be effective in addressing conflict is transformational leadership. This type of leadership “connects with shared values, involved with he team, inspires, motivates, and empowers others to reach a shared vision.” (Smith and Johnson, 2018) This theory would easily lend itself to conflict resolution. This theory focuses on the team aspect and shared values. By having that as a focus point the nurse leader can adapt to different situations and help to resolve conflict with the best outcome possible because it for the betterment of the team and the patient.
Word count: 422
Lahana, E., Tsaras, K., Kalaitzidou, A., Galanis, P., Kaitelidou, D., & Sarafis, P. (2017). Conflicts management in public sector nursing. International Journal of Healthcare Management, 12(1), 33–39. https://doi.org/10.1080/20479700.2017.1353787
Smith, C. & Johnson, C. (2018). Preparing Nurse Leaders in Nursing Professional Development. Journal for Nurses in Professional Development, 34 (1), 38-40. doi: 10.1097/NND.0000000000000404.
Objectives:
Collapse All ResourcesCollapse All
Advanced Practice Nursing: Essential Knowledge for the Profession
Read Chapter 5 in Advanced Practice Nursing: Essential Knowledge for the Profession. Review Chapter 7.
View Resource
Leadership in Nursing Practice: Changing the Landscape of Health Care
Read Chapter 1 in Leadership in Nursing Practice: Changing the Landscape of Health Care.
View Resource
Loom
Loom is a free video recording tool that allows you send messages through shareable videos. For assistance on installing the softwa
… Read More
https://support.gcu.edu/hc/e
Aug 18-20,
Describe an organizational change model that can be used in a dynamic health care environment. Based on this model, how is organizational change is managed? What role do stakeholders play during organizational change?
An organizational change model that can be used in a dynamic health care environment is Lewin’s Change Model. Organizational change is managed in this model by using three stages. The first stage is the unfreezing stage. During this stage, practices that need improvement and understanding the current practices and why they are completed this way. It is also the time to identify “any barriers that would prevent changes.” (El-shafy, Zapke, Sargeant, Prince & Christopherson 2019). Once this stage is completed, the second phase of Lewin’s Change Model can begin. The second stage is the moving stage. Using the motivation from the previous stage, leaders can keep the change in motion. This stage allows leaders to work towards the goal of the change. The final stage of the model is the refreezing stage. The leader uses positive reinforcement to prevent staff from going back to the old ways of doing things. This promotes the continuing use of the change to improve the workplace. An example of this on my current unit is the goal of decreasing telemetry calls for leads off a patient. The leaders decided that the calls were time consuming and would prevent the monitors from being able to call during an emergency. The leaders discussed this problem with staff of both the unit and telemetry and obtained processes for each unit and telemetry units. This unfreezing stage was able to take place. The leaders took the obtained information and created a change that would decrease the amount of calls for both telemetry and the unit. The leaders then presented the change that would occur and thus began the moving stage. Nurses and technicians worked together to change the telemetry stickers on each patient at noon and midnight. Batteries were also to be changed once per shift by nine in the morning and nine at night. These changes in the moving stage have then undergone the refreezing state. The new employees are learning this process as part of the daily tasks. The leaders provided positive reinforcement every time the goal was met for the telemetry calls. This process is now completed and working well to decrease telemetry calls.
Stake holders play a supportive role during organizational change. The stakeholders may sometimes have opinions or goals of their own. Stakeholders can relay the goals they would like to the leaders who then can begin a process for organizational change. The leaders can use Lewin’s Change Model to achieve these goals set by the stakeholders.
Word Count: 408
El-shafy, I. A., Zapke, J., Sargeant, D., Prince, J. M., & Christopherson, N. A. M. (2019). Decreased
Pediatric Trauma Length of Stay and Improved Disposition With Implementation of Lewin’s
Change Model. Journal of Trauma Nursing, 26(2), 84–88.
The organizational change model that stands out to me is the Complexity Theory. “Complexity is defined as the measure of heterogeneity or diversity in internal and environmental factors such as departments, customers, suppliers, socio-politics, and technology (Mason 2007: 10). Complexity theory focuses on how parts at a micro-level in a complex system affect emergent behavior and overall outcome at the macro-level.” (Amagoh, 2008). This theory is very applicable to the healthcare environment. A large healthcare institution is made of diverse people, jobs, roles, and patients, therefore, in order for the institution to grow, it must be able to change at the micro-level to influence change at the macro-level. Implementing this theory, with the influence of Transformational Leadership Theory, has the potential to empower people at all levels of the company with the common larger goal of the institution. The interconnection of these two theories, both a change theory and a leadership theory, allows for the leaders of each department to become stakeholders for the entire institution. Establishing key stakeholders is incredibly important for change. Creating a diverse team from multiple disciplines allows for a greater potential for change because of the trust and relationship building between the team. Having a change team that is cohesive in nature, allows for the perception of people on the outside of that team, who ultimately must support the change, to view the team as trustworthy. (DeNisco, 2019). The stakeholders must also be invested in the evaluation of the change. Often times when change is inspired, the excitement is at the beginning of the process and then starts to fade over time. However, after the change is implemented, it is imperative to evaluate the result and modify it as needed. Being a change agent is empowering and inspiring, but the commitment that it takes is sometimes overlooked.
Word Count 302
Amagoh, F. (2008). Perspectives on Organizational Change: Systems and Complexity Theories. Innovation Journal, 13(3), 31–44.
DeNisco, S. M. (2019). Advanced practice nursing (4th ed.). Jones & Bartlett Learning.
Aug 18-22,
You have been selected to serve on a community outreach committee within your state’s nursing organization. The committee includes registered nurses of different specialties. At your first meeting, it becomes evident that not everyone is in agreement with a recent position statement about the role of spiritual care, with some members arguing they will no longer support the committee if the position statement is not revised or reversed. As a nurse leader and change agent, how would you approach the committee? How could you draw from change theory to address these concerns and encourage collaboration on the committee?
The nurse leader acts as a change agent by developing strategies for innovation and change. A nurse leader strives to contribute positive changes to the profession of nursing to improve patient outcomes (Helbig, 2018). Conflict may occur because of change. Conflict management strategies are integral skills for the nurse leader. A simple strategy is education of the team. Informing others as to why change is necessary in advance of the action is a positive approach that often will circumvent the conflict that may arise if change is not managed well. Focusing on most team members that support the change, while continuing to educate and listen to those that do not support change, will foster a dialogue of understanding of the resistance (Weberg, Mangold, Porter-O’Grady, & Malloch, 2019). This is a key strategy to building a team. Team member acceptance rather than the potential for sabotage is a direct result of understanding why change is occurring.
Managing change through the organization correctly enhances the potential for organizational success. One strategy to implement change is to involve the individuals who are impacted. An interactive change management approach rather than a reactive approach when confronted with change is preferred (Thomas, 2018). Leaders who create a culture that encourages a team to challenge the existing environment will seldom face the need for redesign, because the constant assessment for change will lead to a progressive organization. Utilizing change theory to nurture team collaboration would begin with establishing the need for change, providing a background of evidence for the situation that requires a change. This process is then followed by rationale and goals for the initiative (Nilson, Seing, Ericsson, Birken, & Schildmeijer, 2020).
Providing a reason for the change and the importance of it, gathering the right people from the interprofessional team to escalate the change, developing core values, mission statement, and strategies, and providing for an understanding of the change should occur at the first meeting.
Helbig, J. (2018). Reengineering health care management. Nursing Leadership and Management: Leading and Serving. Ch. 5. Retrieved from https://lc.gcumedia.com/nrs451vn/nursing-leadership-and[1]management-leading-and-serving/v1.1/#/chapter/5
Nilsen, P., Seing, I., Ericsson, C., Birken, S. A., & Schildmeijer, K. (2020). Characteristics of successful changes in health care organizations: an interview study with physicians, regis
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