Franklin

Change Leadership in Nursing : How Change Occurs in a Complex Hospital System.

Author/Creator:
Kritek, Phyllis Beck, PhD, MSN, FAAN.
Publication:
New York : Springer Publishing Company, 2011.
Format/Description:
Book
1 online resource (402 pages)
Edition:
1st ed.
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Subjects:
Nursing services -- Administration.
Leadership.
Organizational change.
Form/Genre:
Electronic books.
Summary:
Brigham and Women's Hospital, a high-profile, complex, academic medical center in Boston, MA, is a founding member of the Partners HeathCare Sytem and is associated with Harvard Medical School and Dana Farber Cancer Institute. This truly unique volume chronicles the systemic efforts of the nursing department to make an already outstanding system even better. It provides access to a compelling story of institute-wide nursing practice today and how the opportunity for major change was embraced and successfully accomplished. Told from the perspective of ninety administrative and staff nurses, it serves as a model for change in similar institutions everywhere. Key Features.: Provides "real world" system level description of hospital-wide change initiated and implemented by nurses committed to safe quality patient care; Serves as a roadmap for institution-wide change for aspiring nurse leaders, including values to support, tools to develop or use, resources to be managed, key personnel to employ, and more; Offers nurse executives an array of catalytic ideas they can adapt to their own settings; Acts as a model for administrators and students in Masters and Doctoral Programs who are interested in seeing how change occurs in complex systems through personal engagement at all levels ;. Brigham and Women's Hospital, a high-profile, complex, academic medical center in Boston, MA, is a founding member of the Partners HeathCare Sytem and is associated with Harvard Medical School and Dana Farber Cancer Institute. This truly unique volume chronicles the systemic efforts of the nursing department to make an already outstanding system even better. It provides access to a compelling story of institute-wide nursing practice today and how the opportunity for major change was embraced and successfully accomplished. Told from the perspective of ninety administrative
and staff nurses, it serves as a model for change in similar institutions everywhere. Key Features.: Provides "real world" system level description of hospital-wide change initiated and implemented by nurses committed to safe quality patient care; Serves as a roadmap for institution-wide change for aspiring nurse leaders, including values to support, tools to develop or use, resources to be managed, key personnel to employ, and more; Offers nurse executives an array of catalytic ideas they can adapt to their own settings; Acts as a model for administrators and students in Masters and Doctoral Programs who are interested in seeing how change occurs in complex systems through personal engagement at all levels;. Foreword. Preface. PART ONE: AN INVITATION TO OUR READERS.: Introduction: The Invitation. 1. Beginning the Journey. PART TWO: CREATING THE CONDITIONS FOR CHANGE.: 2. Finding and Defining the Good. 3. Creating a Healthy Work Environment. 4. Strengthening the Practice of Nursing. 5. Ensuring the Voice of the Nurse: Designing, Developing, and Implementing a Committee Structure. 6. The Center for Nursing Excellence: Setting the Table. 7. The Center for Nursing Excellence: Initiatives and Innovations. 8. Beyond Regulatory Compliance: Our Quality Journey. PART THREE: FROM PRINCIPLES TO PROJECTS, PROGRAMS, AND PRACTICES.:. Section A. Institution-Wide Change 9. The Standards, Policies, and Procedures Steering Committee: Notes From the Field. 10. Change Through Narrative. 11. Change Through Clinical Experts: The APN Role and Impact. 12. The Ethics of Caring. 13. Technological Change. 14. Change Through Synergy: Crafting Partnerships. 15. Expanding Our Clinical Lens: Integrative Care. Section B. Service Area and Program Change 16. The Development of a Critical Care Leadership Team: Where We Have Been, Where We Are Now, and Where We Are Going. 17.
Building Anew. 18. Neuroscience as Exemplar. 19. Changing and Enhancing Nurses' Roles. Section C. Individual Reflections on the Experience of Change 20. Values and Vision. 21. Leadership Stories. 22. The Nurse Educator. 23. Beyond Our Borders. 24. Why Do People Aspire to Work at Brigham and Women's Hospital? A View From Business Services. PART IV: SUMMARY AND CONCLUSIONS: THE JOURNEY CONTINUES.: 25. Lessons Learned: The Journey Through the Rearview Mirror. 26. The Journey Continues . . . Just Follow the Yellow Brick Road Index.
Contents:
Change Leadership in Nursing
Half Title Page
Authors Page
Title Page
Copyright
Dedication
Contents
Tables &
Figures
Boxes
Contributors
Foreword
Preface
WHY THIS BOOK?
WHAT IS THIS BOOK ABOUT?
WHAT IS THIS BOOK GOOD FOR
WHO WILL FIND THIS BOOK USEFUL?
Acknowledgments
PART ONE: An Invitation to Our Readers
Introduction: The Invitation
Chapter 1: Beginning the Journey
SUPPORTING THE ESSENTIAL WORK OF NURSES
THE ROLE OF THE CNO
ASSESSING THE ENVIRONMENT
DEVELOPING A VISION FOR THE DEPARTMENT OF NURSING
PREPARING THE ENVIRONMENT FOR CHANGE
IMPLEMENTING CHANGE
REFERENCES
PART TWO: Creating the Conditions for Change
Chapter 2: Finding and Defining the Good
DEVELOPING A PLAN FOR FINDING AND DEFINING THE GOOD
KEY LESSONS AND NEXT STEPS
REFERENCES
Chapter 3: Creating a Healthy Work Environment
UNDERSTANDING HEALTHY WORK ENVIRONMENTS
ESTABLISHING PRIORITIES FOR ACTION
ENGAGING NURSE DIRECTORS IN DEVELOPING AN ACTION PLAN
NEXT STEPS
REFERENCES
Chapter 4: Strengthening the Practice of Nursing
THE PRACTICE OF NURSING
REFERENCES
Chapter 5: Ensuring the Voice of the Nurse: Designing, Developing, and Implementing a Committee Structure
PRACTICE COMMITTEE
INFORMATICS AND CLINICAL INNOVATIONS COMMITTEE
PATIENT AND FAMILY EDUCATION COMMITTEE
QUALITY, SAFETY, AND CARE IMPROVEMENT COMMITTEE
STANDARDS, POLICIES, AND PROCEDURES STEERING COMMITTEE
Chapter 6: The Center for Nursing Excellence: Setting the Table
LAUNCHING THE FUTURE SEARCH
DEVELOPING NEW PARTNERSHIPS AND STRATEGIES FOR LEARNING
CONTEXT AND CATALYSTS FOR CHANGE
IMPACT OF PROGRAM REDESIGN AND NEW INFRASTRUCTURE
CNE STAFF ROLE REDESIGN
REFERENCES
Chapter 7: The Center for Nursing Excellence: Initiatives and Innovations.
RESEARCH AND SCHOLARSHIP
CELEBRATING NURSING EXCELLENCE
ACKNOWLEDGING OUR PARTNERS IN CARE
AFFIRMING CULTURAL COMPETENCE
A GLOBAL HEALTH AGENDA
CONCLUSION
Chapter 8: Beyond Regulatory Compliance: Our Quality Journey
ROLE OF LEADERSHIP IN QUALITY AND SAFETY
INFRASTRUCTURE AND ROLE CREATION
METHODOLOGY
REINFORCEMENT
SUMMARY
REFERENCES
PART THREE: From Principles to Projects, Programs, and Practices
Section A: Institution-Wide Change
Chapter 9: The Standards, Policies, and Procedures Steering Committee: Notes From the Field
STARTING UP: WHERE WE CAME FROM
STARTING UP: DETERMINING GOALS AND RESTRUCTURING
STARTING UP: SELECTION AND DEVELOPMENT OF CO-CHAIRs, STAFF SUPPORT, AND ADVISOR ROLES
GROWING: MANAGING THE MEETINGS
GROWING: MANAGING THE WORK OUTSIDE THE MEETINGS
SUSTAINING: COMMUNICATION AND FEEDBACK STRATEGIES
SUSTAINING: REFINING AND REDEFINING GOALS
Chapter 10: Change Through Narrative
10.1 The Nurse Manager Narrative Project
References
10.2 Navigating Change Through a Narrative
10.3 Growing Up Brigham
Chapter 11: Change Through Clinical Experts: The APN Role and Impact
11.1 The Psychiatric Nursing Resource Service: Building an Infrastructure for Practice and Modeling the APN Role
ASSESSING PSYCHOLOGICAL NURSING CARE
DEVELOPING AND IMPLEMENTING THE PSYCHIATRIC NURSING RESOURCE SERVICE
SUMMARY
REFERENCES
11.2 Shifting From Crisis to Care: Outcomes of a Psychiatric Nursing Resource Service
References
11.3 Advanced Practice Nurse in Action
11.4 A Leadership Perspective on Improving the Care of Delirious Patients in an Acute Care Setting
LEADERSHIP MODEL AND GOALS: POISED FOR CHANGE
FINDING A CHANGE FOCUS: DELIRIUM AND THE SURGICAL PATIENT
BEGINNING THE CHANGE PROCESS: THE PSYCHIATRIC NURSE CONSULT SERVICE.
TAKING CHANGE TO THE NEXT LEVEL
OUR CULTURE CHANGE
REFERENCE
Chapter 12: The Ethics of Caring
12.1 Ethics Conversations in Real Time: The Clinical Ethics Program at BWH
REFERENCES
12.2 Strengthening Moral Agency in New ICU Nurses
NEW NURSES AND THE RISK OF DISENGAGEMENT
MORAL DISTRES
EVALUATION
CONCLUSION
REFERENCES
12.3 The Inquiry of Ethics Rounds
THE MOVE MOVED US
RESPONDING TO THE NED
CONCLUSION
12.4 Alleviating Moral Distress: A Journey to Create the Most Supportive Environment
MORBIDITY/MORTALITY ROUNDS/CASE STUDIES
SPIRITUALITY AND ETHICS ROUNDS
THE DEVELOPMENT OF A MEMORIAL SERVICE
REFERENCES
Chapter 13: Technological Change
13.1 Clinical Practice as a Context for Developing Technological Competency
CLINICAL PRACTICE AS A CONTEXT FOR TEACHING AND LEARNING
LESSONS LEARNED AND RECOMMENDATIONS
CASE STUDY #1: INTEGRATING A MEDICATION MANAGEMENT SYSTEM INTO NURSING PRACTICE
CASE study #2: INTERACTIVE VIDEO TECHNOLOGY FOR PATIENT EDUCATION
CASE STUDY #3: COMPUTER COMPETENCY AMONG PATIENT CARE ASSISTANTS
SUMMARY
REFERENCES
13.2 Creating a Culture of Commitment Through Collaborative Multidisciplinary, Multiprofessional Simulation Training
FACING THE CHALLENGE
IMAGINING A NEW APPROACH
DEVELOPING THE PROGRAM
IMPLEMENTING THE PROGRAM: INTRODUCING SIMULATION
SO YOU LEARNED SOMETHING?
WHAT WE LEARNED
MOVING FORWARD
Chapter 14: Change Through Synergy: Crafting Partnerships
14.1 Academic Partnerships at Brigham and Women's Hospital: Our Commitment to and Capacity for Clinical Education
GUIDING PRINCIPLES FOR CLINICAL/ACADEMIC PARTNERSHIPS AT BWH
THE ACADEMIC PARTNERSHIPS ADVISORY GROUP
ACADEMIC PARTNERSHIPS WITH THE CENTER FOR NURSING EXCELLENCE
SUMMARY
REFERENCES.
14.2 The Nursing Department's Vision of a Baccalaureate-Prepared Nursing Staff: Development and Implementation of an Onsite Bachelor of Science in Nursing Program
INITIAL STEPS
IMPORTANCE OF A GREAT PARTNER INSTITUTION
CURRENT STATE OF ACADEMIC PARTNERSHIP
REFERENCES
14.3 Preventing Patients From Falling: Achieving the Vision
BACKGROUND
THE OPPORTUNITY
LEARNING FROM KEY STAKEHOLDERS
DEVELOPING AND TESTING THE INTERVENTION: THE FALL PREVENTION TOOLKIT
RANDOMIZED CLINICAL TRIAL PROVES THE EFFICACY OF THE FPTK
THE FUTURE
CONCLUDING COMMENTS
REFERENCES
14.4 Interdisciplinary Leadership in the Oncology Service Line
INTERDISCIPLINARY LEADERSHIP STRUCTURE AT DF/BWCC
PRINCIPLES THAT GUIDE INTERDISCIPLINARY COLLABORATION AND LEADERSHIP
STRUCTURES AND PROCESSES FACILITATING COLLABORATION
IMPACT OF INTERDISCIPLINARY LEADERSHIP MODEL ON PATIENT CARE OUTCOMES
SUMMARY
REFERENCES
Chapter 15: Expanding Our Clinical Lens: Integrative Care
15.1 Integrative Care
PROMOTING HEALING THROUGH INTEGRATIVE CARE
BUILDING AN INTEGRATIVE CARE PROGRAM
SUMMARY
REFERENCES
15.2 Implementing Alternative/Complementary Therapies for the Purpose of Stress Reduction in Nurses
BACKGROUND AND SIGNIFICANCE
OUR REVIEW OF THE LITERATURE
BENCHMARKING
OUR STUDY METHODS
SUMMARY AND CONCLUSIONS
REFERENCES
15.3 Reiki Practice: A Comfort for Patients and Nurses
THE NURSE DIRECTOR PERSPECTiVE: SUZANNE'S STORY
THE NURSE-IN-CHARGE PERSPECTIVE: MARGARET'S STORY
THE NURSE EDUCATOR'S PERSPECTIVE: SARAH'S STORY
SUMMARY
REFERENCES
Section B: Service Area and Program Change
Chapter 16: The Development of a Critical Care Leadership Team: Where We Have Been, Where We Are Now, and Where We Are Going
FIRST STEPS
STAFFING TO VOLUME AND ACUITY.
JUST WHEN EVERYTHING SEEMS TO BE GOING FINE, A NEW CHALLENGE
BROADENING THE SCOPE OF OUR WORK
BROADENING THE SCOPE OF OUR IMPACT
AN INFORMED JOURNEY
BENEFITS: POWER OF THE TEAM
MAPPING OUR FUTURE PATH
Chapter 17: Building Anew
THE PATIENT ROOM
PATIENT/FAMILY-CENTERED CARE
THE SHAPIRO NURSES PREPARE
MOVE DAY
TRANSFORMATIONAL SPACE
REFERENCES
Chapter 18: Neuroscience as Exemplar
18.1 The Intersection of the BWH Department of Nursing Vision Statement With Nursing Theories, Theorists, and Practice
MY INTRODUCTION TO NURSING THEORIES
FURTHER DEPTH IN MY EXPLORATION OF NURSING THEORIES
FROM THEORIES TO PRACTICE: GUIDED BY A VISION
AN IDENTIFIED PRACTICE CHALLENGE EMERGES
THEORIES, PRACTICE, VISION, AND CHANGE: AN EXAMPLE
MAKING THEORY MANIFEST IN OUR PRACTICE
REFERENCES
18.2 Partners in Care: Quality Improvement at Work in the Neuroscience Intensive Care Unit
LEADERSHIP
CIC COMPOSITION
FROM CIC TO STAFF: SPREADING THE WORD
SIGNIFICANT ACHIEVEMENTS
PATIENT SAFETY INITIATIVES
PATIENT AND FAMILY SATISFACTION
EXPANDING OUR HORIZONS
REERENCES
Chapter 19: Changing and Enhancing Nurses' Roles
19.1 Transitioning New Nurses Into Acute Care Practice: Our Journey of Program Redesign
BACKGROUND
NEWLY LICENSED NURSE PROGRAM
FACILITATING THE TRANSITION TO PRACTICE FOR EXPERIENCED NURSES: THE SIMULATION-BASED ORIENTATION PROGRAM
CRITICAL CARE NURSE INTERN PROGRAM
BUILDING THE PRACTICE OF PRECEPTING
SUMMARY
REFERENCES
19.2 A Collaborative Teamwork Approach to Unit-Based Nursing Orientation
19.3 Off-Shift Nursing Administration: Shaped by a Vision
Section C: Individual Reflections on the Experience of Change
Chapter 20: Values and Vision
20.1 Authentic Leadership: Real-Time Application at BWH.
20.2 True Collaboration: A Multidisciplinary Model.
Notes:
Description based on publisher supplied metadata and other sources.
Local notes:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Contributor:
Hickey, Mairead, PhD, RN, FAHA.
Other format:
Print version: Kritek, Phyllis Beck, PhD, MSN, FAAN Change Leadership in Nursing
ISBN:
9780826108388
9780826108371
OCLC:
767863620