The administrative tutorial: a PBL workshop for faculty development fellows.
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The purpose of this article is to illustrate how collaboration is a key aspect in successful use of an integrative practice model. The integrative practice model depicts the clinical nurse manager, staff development specialist, and clinical nurse specialist roles as having a primary focus with shared secondary dimensions. Critical components of successful collaboration are described as: the establishment of a trusting relationship, ability to develop mutually satisfying goals, and effective communication. An example of the authors' successful implementation of the integrative practice model is given. Positive, measurable outcomes validated the effectiveness of this model when combined with effective collaboration. Striving for successful collaboration within an integrative practice model is recommended to other advanced practitioners who wish to increase individual effectiveness, enhance professional growth, and improve patient outcomes.
With their special training and assessment skills, psychiatric consultation-liaison nurses have a long history of making important contributions to patient care and staff development. This article reviews how psychiatric consultation-liaison nurses have traditionally approached and implemented the nursing consultation process. Issues facing psychiatric consultation-liaison nurses are discussed. Opportunities such as focusing on subspecialization; expanding practice settings; dealing with organization-based, rather than patient-based mental health issues; and entering intra- and entrepreneurial practice are also explored.
In 2002, the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) implemented Disease-Specific Care (DSC) certification. This is a voluntary program in which organizations have their disease management program evaluated by this regulatory agency. Some of the DSC categories are stroke, heart failure, acute MI, diabetes, and pneumonia. The criteria for any disease management program certification are: compliance with consensus-based national standards, effective use of established clinical practice guidelines to manage and optimize care, and an organized approach to performance measurement and improvement activities. Successful accomplishment of DSC certification defines organizations as Centers of Excellence in management of that particular disease. This article will review general guidelines for DSC certification with an emphasis on Primary Stroke Center certification.
Resolving conflict throughout organizations requires a programmatic infrastructure and a committed management team. Leaders must recognize the need to approach conflict by building a format for learning, creating and managing an effective conflict management program. Careful attention to the elements of design and the stages of development can make all the difference in building a sustainable and useful conflict management approach.
Satisfaction with a self-care intervention program was evaluated through this quantitative study of arthritis clients at home. The results indicate that the clients were highly satisfied with the intervention. In this era of consumer satisfaction with their care, nurse administrator's knowledge of which interventions are satisfying is important for staff development and case management in the community.
The Research Nurse Intern program at the University of Nebraska Medical Center is designed to support the development of research-based nursing practice and to foster the professional development of staff nurses. The activities of the 2-year program are based on a model that blends research dissemination and utilization with the change process. The authors' purpose is to describe a staff nurse-focused program and its successes in accomplishing these two standards of clinical nursing practice.
Hospitals today are challenged by high patient census, rising acuity, and workforce issues that can result in a serious decline in overall patient satisfaction. This article discusses how one hospital tackled the issue of declining patient satisfaction scores on five "troubled" patient care units through a performance improvement strategy that included MD-RN partnerships, co-mentoring, and unit staff development and involvement in the problem-solving process. The result was a steady improvement in patient satisfaction over a 6-month period.
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Improving the education we offer is an important goal for nurses. Advances in computer presentation software have given us the ability to use visuals and sound to enhance learning, whether for patient education or staff development. Better visual design of your presentation should achieve four basic goals in communicating your message: (1) ensure legibility, (2) reduce the effort required to interpret the message, (3) increase the viewer's active engagement with the message, and (4) focus attention on the most important parts of the message. Guidelines are given in this article to meet each of these goals.
This article describes a systems approach for effectively implementing a delivery model of care using unlicensed support personnel, unlicensed workers trained in assistive tasks of clinical care under the direct supervision of the RN. The approaches described derive from practice, research, and consultant experiences. Successful implementation requires an ongoing, multisystems approach to the development of a change plan, development of roles, development of staff, and development of rituals of practice that promote successful differentiated practice and team functioning.
To move the healthcare industry into the 21st century, nurses must become savvy in the use of informatics to provide optimal care to their patients. However, the relatively few formal nursing informatics programs that exist across the country are simply not adequate to meet the demands of both new and existing nurses. Informatics competencies must be incorporated into nursing curricula at entry-level and via staff development to provide a ready workforce. Creative faculty development strategies that capitalize on the concept of faculty as a community of practice are required to incorporate informatics competencies into nursing curricula.
In higher education, faculty advancement is based on demonstrated productivity in scholarship and service as well as teaching. In nursing, these expectations, added to clinical obligations, can make new faculty feel overwhelmed. The author recommends that new faculty take responsibility for their professional development by working with a dean or department chair to design a 5-year Faculty Development Plan that includes mentoring and participating in other campus support networks.
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A Massachusetts hospital with a significant geriatric population initiated a pilot program to reduce use of restraints on an inpatient medical-surgical unit. A task force developed and implemented a successful program that included identification of alternatives to restraint use, policy and procedure development, staff education and evaluation.
Initiate a performance improvement plan to facilitate nursing education and recruitment.
Soaring health care costs have fueled the immense growth in managed care. To contain these costs, health care organizations have turned to clinical pathways. However, clinical pathways cannot do an effective job if health care personnel are not aware of their existence. The article presents a simple, effective, and efficient method to increase placement of clinical pathways in inpatient medical records.