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Informal mentoring between faculty and medical students.

Mentoring skills are valuable assets for academic medicine faculty, who help shape the professionalism of the next generation of physicians. Mentors are role models who also act as guides for students' personal and professional development over time. Mentors can be instrumental in conveying explicit academic knowledge required to master curriculum content. Importantly, they can enhance implicit knowledge about the "hidden curriculum" of professionalism, ethics, values and the art of medicine not learned from texts. In many cases, mentors also provide emotional support and encouragement. The relationship benefits mentors as well, through greater productivity, career satisfaction, and personal gratification. Maximizing the satisfaction and productivity of such relationships entails self-awareness, focus, mutual respect, and explicit communication about the relationship. In this article, the authors describe the development of optimal mentoring relationships, emphasizing the importance of experience and flexibility in working with beginning to advanced students of different learning styles, genders, and races. Concrete advice for mentor "do's and don'ts"is offered, with case examples illustrating key concepts.

Clinical Competence↗

Building partnerships to respond to HIV/AIDS: non-governmental organizations and universities.

BACKGROUND: In the second decade of the AIDS epidemic in Brazil, public sector and non-governmental organization (NGO) initiatives multiplied, fostered by state AIDS Control Programmes. A growing gap between capacity and a need for programme evaluation and the dissemination of findings from experience in the field, combined with the failure of traditional training approaches to bridge this gap adequately, inspired this non-degree research training programme at a major Brazilian university. OBJECTIVES: To train health professionals and activists working with HIV/AIDS prevention and services to evaluate and disseminate their experiences, and to enable them to multiply this training in their organizations, working in a collaborative process with graduate students and senior researchers. PROCEDURES: As part of a 9-month research methods course, 52 representatives from NGO and public health services produced research protocols that were reviewed and strengthened through a formal peer review process. Eleven protocols judged to be the best received funding and close mentorship over the next 21 months for their implementation, analysis, and dissemination. LESSONS LEARNED: Participants increased their ability to master and review critically the AIDS literature, to conduct a research protocol and to disseminate the results of their studies. After completion of the 30-month process, many participants were able to present their findings at scientific conferences or publish their results in peer-reviewed scientific journals. This model of close NGO-university successful collaboration may inspire other models of research training for those in the front-lines of the fight against the epidemic.

Acquired Immunodeficiency Syndrome↗

Mentoring--a staff retention tool.

Staff retention presents a common challenge for hospitals nationwide. Mentorship programs have been explored as one method of creating environments that promote staff retention. Successful achievement of nurse competencies identified in the Synergy Model for Patient Care can best be achieved in an environment that encourages and facilitates mentoring. Mentoring relationships in critical care provide the ongoing interactions, coaching, teaching, and role modeling to facilitate nurses' progression along this continuum. Mentoring relationships offer support and professional development for nurses at all levels within an organization as well as an optimistic outlook for the nursing profession.

Adaptation, Psychological↗

Compassionate patient care and personal survival in orthopaedics. A 35-year perspective.

Orthopaedic surgeons can enjoy good patient and physician relationships and be happy in the work setting. Here's how. It is important to know oneself. Explore one's spirituality. Maintain humor, humility, and humanity. Make only original mistakes. Attend to one's mental health. Invest time, thought, and energy in interpersonal relationships with patients, colleagues, and loved ones. Apologize when one causes pain to patients or keeps them waiting. Treat them with respect and answer their questions. Educate patients, listen to them, serve them. Provide informed consent, identify congruent outcome goals for patient and surgeon. In surgery, let thought precede action. Plan the surgery, review the anatomy, avoid excessive force, triple-check the anatomy, and control the bleeding. Orchestrate the operating theater to manifest the values of patient care, excellent surgery, team spirit, and mutual respect. Maintain equanimity. Find things to enjoy at work every day, and then enjoy them. These suggestions may be discussed, refined, and learned. They may stimulate the generation of more and better ways than are presented in this article for the orthopaedist to help patients and be fulfilled in his or her work.

Attitude of Health Personnel↗

Understanding stakeholder power and influence gaps in a health care organization: an empirical study.

Scholars have vigorously debated the role of stakeholders since Freeman's 1984 landmark work. This article argues that an accurate assessment of relative power levels can enable stakeholders to accept their proper roles and responsibilities in planning and implementing strategy and enabling Top Management Teams to more fully integrate stakeholders' interest into the planning process.

Decision Making, Organizational↗

Managing the care of health and the cure of disease--Part II: Integration.

The development of appropriate levels of integration in the system of health care and disease cure will require stronger collective cultures and enhanced communication among the key actors. Part II of this paper uses this line of argument to reframe four major issues in this system: coordination of acute cure and of community care, and collaboration in institutions and in the system at large.

Benchmarking↗

Evaluating stakeholder management performance using a stakeholder report card: the next step in theory and practice.

In the highly competitive health care environment, the survival of an organization may depend on how well powerful stakeholders are managed. Yet, the existing strategic stakeholder management process does not include evaluation of stakeholder management performance. To address this critical gap, this paper proposes a systematic method for evaluation using a stakeholder report card. An example of a physician report card based on this methodology is presented.

Evaluation Studies as Topic↗

Creating an effective clinical engineering team.

Creating an effective clinical engineering team is critical to: coordinating the functions of a multi-staffed CE department; working on a peer level with other departments of the hospital; and presenting a professional image within the hospital. This feature article defines the characteristics of an effective team, presents ways to create a CE team, and discusses the payoffs of a team approach.

Biomedical Engineering↗

Talking about patients: communication and continuity of care.

Continuity of patient care is a tenet of professional nursing practice regardless of setting. Communication between providers about patients is fundamental to continuity. As the role of hospitals in health care is constrained, care is now commonly delivered to patients during an episode of illness by multiple agencies. Continuity of care now assumes full communication between providers about patients' conditions and needs. Research provides evidence about the dynamics of patient care communication: more lean (background and medical) than rich (nursing care and psychosocial) data are communicated; structured, written formats transmit more information than informal channels of communication; and organizational and patient characteristics would appear to affect communication about patients. Knowledge about the communication dynamics of patient care may assist providers in designing strategies to attain the basic goals of continuity of care.

Communication↗

A new look for quality in home care.

The management of quality is being transformed in healthcare. Continuous improvement is a cornerstone to this new look at quality. However, no continuous quality program will succeed without incorporating the values and wants of the consumer of care and the end point they want to reach. This article presents an overview of the values to consider and the way to define outcomes.

Attitude of Health Personnel↗

Outcomes of an adjunct executive appointment for faculty.

The Council on Graduate Education for Administration in Nursing (CGEAN) was established to further develop and improve graduate education for administration in nursing. The Council seeks to identify the nature and direction of education for administration in nursing in various healthcare systems, providing guidelines for programs offering administration. A major goal of CGEAN is facilitating dialogue between nursing service administrators and graduate level educators who are engaged in teaching and research related to administration in nursing. This column, sponsored by the members of the Council, analyzes and responds to position statements and trends related to the delivery of health services and graduate education for administrators in nursing.

Education, Nursing↗

The national Healing Web partnership. An innovative model to improve health.

The authors describe the Healing Web, a partnership between nursing service and education that encourages the best use of nurses education clinical experience and personal competencies. Based on differentiated practice and education of nursing students in multi-level roles the Healing Web partnership is demonstrating at multiple institutions, that education and nursing service can work collaboratively to position the profession of nursing for maximum effectiveness in the 21st century.

Education, Nursing, Associate↗

Transcultural perspectives in nursing administration.

Population demographics are reshaping the healthcare work force with respect to race, ethnicity, gender, national origin, sexual orientation, age, handicap, disability, and related factors as national sensitivity to various forms of diversity grows. Given the demographic trends, it is inevitable that nurse administrators will need skill in transcultural administration as they manage diversity and identify the cultural origins of conflict in the multicultural workplace. Culture influences the manner in which administrators, staff and patients perceive, identify, define and solve problems. In this article, the complex and interrelated factors that influence workplace diversity are examined.

Communication↗