Biomedical subjects
A Kitson
Publications and source records attributed to A Kitson.
The essence of nursing. Part II.
Explore the source record for details and available documents.
Clinical guidelines: development and use.
Explore the source record for details and available documents.
Supporting R&D: the role of a professional organisation, Part 1.
The first of two articles describes how a professional organisation responded to external developments and tried to co-ordinate its research and development (R&D) activity. For the first time an attempt was made to develop a strategy by eliciting the views of stakeholders. The R&D agenda was examined from the perspective of research, management, education and practice and led to the development of an agreed strategy for the Royal College of Nursing. The suitability of this approach as a mechanism for strategy development and as a lever for change is examined and its potential pertinence to other organisations is discussed.
Supporting R&D: the role of a professional organisation, Pt 2.
This second of two articles describes how a professional organisation responded to external developments and tried to co-ordinate its nursing professions' response to research and development activity. For the first time an attempt was made to develop a strategy by eliciting the views of stakeholders. The R&D agenda was examined from the perspective of research, management, education and practice and led to the development of an agreed strategy for the RCN. The suitability of this approach as a mechanism for strategy development and as a lever for change is examined and its potential pertinence to other organisations is discussed.
The essence of nursing.
In the first of two articles, Alison Kitson outlines the fundamental elements of nursing, and how they should be protected and communicated. She argues that having the ability to care for the patient as a whole person is the essence of good nursing practice, in which a range of environmental and organisational conditions prevail, and over which the nurse must be in control. Similarly, basic observation and practical skills in traditional nursing must be evident before nurses can be assured they have met basic needs. She considers the effect of health care and other changes on nursing, along with strategies for ensuring that the essence of nursing is protected. The second article will appear next week.
An evaluation of the RCN Clinical Leadership Development Programme: Part 1.
AIM: The RCN Clinical Leadership Development Programme was set up in 1995 and sought to identify how clinical nurses in recognised leadership positions could improve the quality of patient care. METHOD: The programme was tested on four senior nurses and 24 ward sisters in four acute hospital trusts in England over an 18-month period. The primary research question was whether the intervention improved the clinical leadership skills of participants. A pre-test/post-test design incorporating action research was deployed. RESULTS: On a number of leadership dimensions, ward sisters' and senior nurses' performance had significantly improved. Five key themes emerged from the process data documenting the journey towards more effective clinical leadership: managing self; managing the team; patient-centred care; networking; and becoming more politically aware. There was evidence to show that patient care had also improved as measured by the way nursing care was organised; by patients' accounts of care they received and by documented improvements nurses carried out as a result of direct observation of care. CONCLUSION: From the results of the study, it appears that there is a need for more effective clinical leadership development programmes for nurses to achieve better patient-centred care.
An evaluation of the RCN Clinical Leadership Development Programme: Part 2.
AIM: The RCN Clinical Leadership Development Programme was set up in 1995 and sought to identify how clinical nurses in recognised leadership positions could improve the quality of patient care. METHOD: The programme was tested on four senior nurses and 24 ward sisters in four acute hospital trusts in England over an 18-month period. The primary research question was whether the intervention improved the clinical leadership skills of participants. A pre-test/post-test design incorporating action research was deployed. RESULTS: On a number of leadership dimensions, ward sisters' and senior nurses' performance had significantly improved. Five key themes emerged from the process data documenting the journey towards more effective clinical leadership: managing self; managing the team; patient-centred care; networking; and becoming more politically aware. There was evidence to show that patient care had also improved as measured by the way nursing care was organised; by patients' accounts of care they received and by documented improvements nurses carried out as a result of direct observation of care. CONCLUSION: From the results of the study, it appears that there is a need for more effective clinical leadership development programmes for nurses to achieve better patient-centred care.
Quality assurance. Getting started.
Explore the source record for details and available documents.
Management. Problems of priority.
Explore the source record for details and available documents.
Quality matters and standard setting.
Explore the source record for details and available documents.
Quality assurance. Rest assured.
Explore the source record for details and available documents.
Quality assurance. The methods of measuring quality.
Explore the source record for details and available documents.
Quality assurance: taking action.
Explore the source record for details and available documents.
Nursing practice. Standards of care in psychiatric nursing.
Explore the source record for details and available documents.
Specialist delivery of care.
Explore the source record for details and available documents.