Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (20)
Ähnlich wie nursing leadership vision
Ähnlich wie nursing leadership vision (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
nursing leadership vision
- 1. Sonya Fisher Chamberlain College of Nursing NUR 504: Leadership/Nursing Practice Spring 2013
- 2. • Develop drive • Increase self-knowledge • Take risks • Have and share a vision • Facilitate change • Build relationships and trust • Turn failure into opportunity • Demonstrate competence
- 3. Leadership Myths • Leaders are born, not made • Leaders are only found at the top of an organization • Leaders direct and manipulate others Leadership Realities • Leadership is a skill that can be learned • Leaders are found throughout an organization • Leaders inspire and empower others
- 4. • The vision objective puts the organizations values and goals into simplified terms every member of the team can understand and share. • We should develop our own personal vision statements to ensure that we are staying current with the fast paced changes of nursing and healthcare technology and techniques, to educate and lead in the most efficient means possible.
- 5. My nursing vision is to provide the highest level of care, one patient at a time, with meticulous attention to quality of care; serving with compassion and a dedication to improving health awareness and literacy among patients.
- 6. • Enhanced quality of care, compassionate patient-first service Teamwork in the healthcare setting is essential to success. Just as the daily routine of the military has proven, teamwork and communication is absolutely vital to health quality and performance (Hunt, 2010).
- 7. • Clinical detachment and objectivity are emphasized during our nursing educations over and above compassionate caring all too often in my opinion. • In my vision, I want to encourage an air of caring in nursing even when it seems that we have no time to care.
- 8. • Knowing and understanding the experience of the patient and their family. • Being with and in the moment with the patient. • Doing for patients as they would do for themselves and their family. • Enabling the capacity of the patient to care for themselves and their family. • Maintaining belief and sustaining faith that the patient can face a transition and move forward with their lives. Swanson (2012)
- 9. • Dedication to improving healthcare literacy Studies have shown that patients who understand their illness and can comprehend their care instructions are more likely to be compliant than those who do not (Cornett, 2009).
- 10. • Make written instructions clear and simple, using language that is easy to read and understand. • Review the instructions with patients and check to be sure they understand the information. If procedures require preparation, ask patients to tell you in their own words what preparation is required. • Place directions to the referral site and/or a map on the back of the referral form and review the directions with them. • Help patients with insurance issues. • Call for an appointment for the patient before they leave the facility (Cornett, 2009)
- 11. • Effectively changing the level of health awareness one patient at a time Egbert and Nanna found that only about 12% of the American population has adequate health literacy. This is important because decreased literacy usually results in poor health management on the consumers part (Egbert & Nanna, 2009).
- 12. • Forms that are incompletely or incorrectly filled out • Patients who do not read any printed material during the patient-healthcare provider interaction • Statements, such as “I will read this at home,” or “I can’t read this now; I forgot my glasses.” • Patients who are unable to assume the self-management role successfully (Egbert & Nanna, 2009)
- 13. • Use plain language • Present information in the order it is needed • Use the teach-back method, in which patients repeat back to the provider the information they believe they have just heard • Use interpreters or language line phone systems if there is a question a patient does not understand English
- 14. • Be honest and have integrity • Clearly communicate expectations • Recognize and reward achievement • Adapt to changing circumstances • Inspire others • Put the right people in right roles at right time • Have the passion to succeed • Articulate long-term vision • Persuade and encourage others • Accept responsibility for successes and failures
- 15. • My personal nursing vision involves providing the highest level of care possible to one patient at a time with meticulous attention to quality of care and above all, serving with compassion and a dedication to improving health awareness and literacy among my patients. • The commitment to excellent care is a never ending quest to come up with new and innovative ideas which heighten our level of accuracy while lowering the rate of medical errors no matter the area of nursing. • I want to encourage an air of caring in nursing even when it seems that we have no time to
- 16. Cornett, S. (2009). Assessing and addressing health literacy. OIJN: The Online Journal of Issues in Nursing, 14(3). Retrieved from http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/Table of Contents/Vol142009/No3Sept09/Assessing-Health-Literacy-.aspx Egbert, N., & Nanna, K. (2009). Health literacy: Challenges and strategies. OJIN: The Online Journal of Issues In Nursing, 14(3). Retrieved from http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/Table of Contents/Vol142009/No3Sept09/Health-Literacy-Challenges.html HHS (2010). National action plan to improve health literacy. U.S. Department of Health and Human Services. Retrieved from http://www.health.gov/communication/HLActionPlan/pdf/Health_Literacy_Action_Plan.pdf Hunt, C. (2010). Patient safety is enhanced by teamwork. Pennsylvania Patient Safety Authority. Retrieved from http://patientsafetyauthority.org/ADVISORIES/AdvisoryLibrary/2010/jun16_7(suppl2)/documents/14.pdf Swanson, K. (2012). Virginia Mason launches new model of nursing care. Virgina Mason Health System. Retrieved from http://virginiamason.org
Hinweis der Redaktion
- No one single factor makes a leader; however, these factors work together to build excellent leaders. The first building block of leadership is drive. Drive is self-motivation in action. It is the urge to continually accomplish, learn and move forward. It means being genuinely excited about your work. New employees have higher drive and enthusiasm, which typically declines over time. But the drive of rising leaders doesn’t decline—they stand out because they remain excited about work. Self-knowledge is having clarity about your values, strengths, weaknesses, areas of knowledge and limitations. Strong leaders take calculated risks. That is, they make decisions involving unknown consequences. Successful risk-taking involves being able to identify the upside and downside of each option accurately. Vision is the ability to imagine the organization’s future—and inspire others to work towards achieving that future. A vision is much more powerful if employees have a hand in creating it. Successful leaders have the ability to facilitate constant change while keeping core values stable. Leaders create a safe environment for change, which encourages both long-term growth and daily productivity. To facilitate change effectively, let employees know: What is changing, how it will impact them and the timeframe for changes. You need to communicate constantly—regular communication eases much of the anxiety about the changes. Successful leaders assess an individual’s response to change and tailor their approach to help him or her adapt to the change. People fall into three general categories when faced with change: Advocates, Ambivalents, and Critics. Relationship building includes the ability to motivate others to tackle challenges to achieve your vision. Strong leaders can take a failure and turn it into an opportunity. They do this by asking, What can we learn from this? Charisma only goes so far—leaders need to know their business inside and out, to be able to identify trends and stay current in their field.
- Leadership is the ability to influence others to achieve a common goal. There are some common myths about leadership: Myth: Leaders are born, not made. Reality: Leadership is a skill that can be learned. Myth: Leaders are only found at the top of an organization. Reality: Leaders are found throughout an organization. Myth: Leaders direct and manipulate others. Reality: Leaders inspire and empower others —in other words, they pull, not push.
- While simple and direct, I feel that this statement best summarizes my leadership vision for the future of nursing and institutional healthcare.
- Compassion in healthcare is essential to patient interaction and trust building. Very often, patients come to us with preconceived notions about healthcare workers from negative past or recent experiences influencing them in their attitudes towards healthcare professionals and their own health. ”Burned-out” nurses often become stressed and develop the ability to disconnect from their patients which robs the patient of the care and compassion that they deserve.
- Sometimes caring can be conveyed through the way you speak to a patient, the questions you ask, making eye contact, and not acting rushed even when you are. These measures do not take extra time; they take only a bit of thoughtfulness on my part.
- I believe when it comes to caring and compassion we can all learn something from Dr. Swanson. Her theory of caring was developed after three decades of research. Dr. Swanson has many views regarding her theory that can shape the future for nurse leaders. “Caring is compromised if nurses are spending most of their times fetching supplies or away from the bedside” (Swanson, 2012).
- Dedication to healthcare awareness and literacy is the second key concept explained. As defined by the U.S. Department of Health and Human Services, “Health literacy is the ability to understand health information and to use that information to make good decisions about your health and medical care. Health information can overwhelm even people with advanced literacy skills. About one third of the adult population in the United States has limited health literacy” (HHS, 2010).
- Although healthcare professionals generally assume that the health explanations and instructions given to patients and families are readily understood, in reality these instructions are frequently misunderstood, sometimes resulting in serious errors. A common reason for misunderstanding health instructions may be the patient’s low health literacy skills. Unfortunately patients with limited health literacy are often considered noncompliant when the real problem is a low level of health literacy. “It is important to remember that even people with good literacy skills find that understanding healthcare information is a challenge” (Cornett, 2009)).
- It stands to reason that patients are more likely to take responsibility for their own health if they understand three factors. What is the reason for my seeking this healthcare provider? What is my main problem? Why is treating this problem important to me?
- A complicating factor in identifying patients who may have difficulty understanding health information is the differences among racial/ethnic groups with regard to level of health literacy skills. “Hispanics were found to be the group with the highest percentage of their population below basic literacy levels (41%) as compared to Whites with the lowest percentage at 9%. Whites also were found to have the highest percentage at the proficient level (14%) compared to Blacks with the lowest percentage (2%) at this level. The health literacy problem and its consequences are compounded for the 18% of Americans who do not speak English as their primary language at home. Not only do these individuals often lack access to health information, but when the information is obtained, they also struggle to process and understand it” (Egbert & Nanna, 2009).
- Using plain language means replacing medical or technical terms with words that people use every day in their conversations with one another. Plain language presents information in a user-friendly manner by organizing ideas into units headed by appropriate titles and by surrounding each idea with plenty of white space. Also, when structuring written text in plain language, information should be presented in the order it is needed so the reader is able to understand subsequent information.
- Definition – Provides image of what the future holds, explains the transition from here and now to there in the future, balances metaphorical and practical, gives context for future work Inspiration – Provides motivation for action, connects to inner core of values, should provide a stretch, which is achievable, links back to past stories of success, links forward to future victories Align – Provides a context for future work, informs particular actions of specific individuals, guides the strategic, goal setting and budgeting processes, connects teams, units and divisions in a manner to carry out supportive work, messages stakeholders, partners and potential collaborators of direction
- The vision will define what the future will hold. People do not move forward in part because they cannot conceive of life without the current context. The vision provides an image of the context that is both descriptive and metaphorical. Some minds need a far more linear and logical explanation of the future; others require an image that is closer in form to a hologram. Both elements are needed in a good vision statement as both types of people will need to be moved and convinced.