Biomedical subjects

Lewis W Mustard

Publications and source records attributed to Lewis W Mustard.

5 recordsLinked to original sources

PubMed2003

Improving patient satisfaction through the consistent use of scripting by the nursing staff.

An exploratory developmental model proposes a new method for responding to patient satisfaction on the basis of the hospital nurse obtaining subjective patient information at the patient's bedside during the first 24 hours of hospital admission and the day before discharge. The personal interview by the nurse uses a guided script, the Voice of the Patient (Figure 1), which is the front sheet in the medical record and a part of the critical medical care documents common to all hospital medical records. The information recorded in the Voice of the Patient actually comprises one-sentence quotes from the patient used by the hospital caregivers in responding to patient satisfaction during hospitalization, when care flaws can be corrected.

Hospitalization↗

PubMed2002

Caring and competency.

The long-term crisis in nursing, particularly in acute care hospitals, is demonstrated in studies on negligence by the Institute of Medicine in To Err is Human: Building a Safer Health System1 and Crossing the Quality Chasm: A New Health System for the 21st Century.2 A review of the nursing literature reflects unclear definitions of competency and its component caring, and no single theory of competency has been adopted from the literature and used in the education of nurses. The American Nurses 2001 Code of Ethics does not resolve this confusion, because it does not correct the individual acts of nursing incompetencies in acute care hospitals. The author defines caring and competency by providing examples of what they are not in examining 200 actual cases of hospital nursing acts of incompetence by nursing discipline. None of these examples of imputed negligence was reported to the National Practitioner Data Bank because the "corporate shield" protected the nurses by not being named in the complaint nor named as part of the settlement against the hospital.A new model of the hospitalist, the nurse hospitalist, is presented to act as a daily teacher and facilitator for hospital nurses based on a curriculum of day-to-day examples of substandard patient care. This nurse specialist is an inpatient generalist advanced practice nurse who is employed by the hospital and reports to the chief nurse executive. The author proposes that this new model of the nurse hospitalist be devoted entirely to collaborating with nurse leaders, educators, charge nurses, and floor nurses throughout disciplines in advancing the competency of nursing. This daily proactive and prospective model of improving nursing performance in a facultative manner offers strategies to mitigate the limitations of the retrospective model of quality control. Total quality improvement practiced retroactively is ineffective. The author recommends no structural change in the institution but an educational agenda by the nurse hospitalist, with hospital administration to assist nurses in a new learning environment.

Clinical Competence↗

PubMed2002

The culture of patient safety.

Hospital patient safety culture is examined as a critical component of quality where preventable and identifiable adverse and sentinel events should not occur. The author, a former hospital executive, illustrates how culture helps illuminate patient safety practices using examples from hospital situations he encountered as a consultant. These cases demonstrate the hospital nurses' focuses on job requirements and training as opposed to actually doing the "right thing" at the "right time." The nurse hospitalist, an advanced practice nurse, is proposed as a daily teacher and facilitator for hospital nurses based on a curriculum of day-to-day examples of good patient care through training and observation of patient care as it is being given.

Humans↗

PubMedDate not supplied

Group practice contracting with managed care: Part 1.

Managed care contracts are complex and require understanding of market characteristics, legal considerations, and the needs of both the managed care organization and the practice. This article provides a framework for administrators and practices to consider when approaching negotiations for such contracts.

Group Practice↗

PubMedDate not supplied

Group practice contracting with managed care: Part 2.

Managed care contracts are complex and require understanding of market characteristics, legal considerations, and the needs of both the managed care organization and the practice. This article (the second in the series) provides a framework for administrators and practices to consider when approaching negotiations for such contracts.

Capitation Fee↗