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NUR-
Topic i 1 iDQ i 1
Value-based iprograms ireward ihealth icare iproviders iwith iincentive ipayments ifor ithe iquality iof icare ithey igive ito ipeople iwith iMedicare. iThese iprograms iare ipart iof ia ilarger iquality istrategy ito ireform ihow ihealth icare iis idelivered iand ipaid ifor. iValue-based iprograms ialso isupport iour ithree- ipart iaim iof ibetter icare ifor iindividuals, ibetter ihealth ifor ipopulations iand ilower icost i(Centers ifor iMedicaid iand iMedicare iServices). iThese imodels iimpact ilots iof iroles iand iresponsibilities ito ithe iadvance iregistered inurse iby iway iof ishowing, ihelp iof iexperienced inurse ileadership, iredefined itheistructure iof ia ipatient’s iprimary icare iteam, idynamically iidentifying ithe icare iteam imember ineededifor iany igiven ivisit. iFor iexample, ia ipatient imay ineed ito isee ionly ithe inurse iand inurse iassistant iforione ischeduled ivisit ibut ion ianother ivisit ineeds ito ibe iexamined iby ithe iphysician iand iprovided itraining iby ithe inurse. i("Value-based icare," i2017). iThis itype iof ihealth icare iwill ihopefully ibring idown ithe istaggering icost iof icurrent ihealth icare iand iimprove ihow ihealth icare iis idelivered.
With ithis inew imodel iintergrading iits iway iinto iour icurrent ihealthcare isystems iI ican isee ithe iadvancement iof itelehealth iexpanding. iTelehealth iwas imaking iits iway islowly iinto ihealth icare ibut, iafter iCOVID-19 ihit iAmerica iand iother icountries iaround ithe iworld ithe iuse iexploded ilike inothing iever iscene ibefore. i What iwill ivalue ibased ihealth icare imean ito ime iand ithe iprofession iofinursing iin ithe ifuture? iWell, iI isee inurses itaking ion ia imuch ilarger irole ithan iwhat ithey iare itakingion iright inow. i I ialso isee inurses ineeding imore iadvanced idegrees ias ithis ibegins ito irole iout. Furthermore, iI isee imore ibusiness iopportunities ifor inurses iin ithe ifuture ias ithey ilook ifor iways itoiexpand itheir icontributions ito icommunities.
References
Centers ifor iMedicaid iand iMedicare iServices. ihttps://www.cms.gov/Medicare/Quality- Initiatives-iPatient-Assessment-Instruments/Value-Based-Programs/Value-Based- Programs
Value-based icare ielevates ithe irole iof ithe iregistered inurse iin iprimary icare. i(2017, iMay i26).ihfma. ihttps://www.hfma.org/topics/blog/54348.html
Topic i 1 iDQ i 2
When iit icomes ito ihealthcare iin itoday’s itimes, iinterprofessional icollaboration iis ivital ifor iholistic icare. iDeveloping istrong iinterprofessional irelationships iincrease icollaboration iand ibenefit ipatientioutcomes iby iseeing ithe ipatient iin imore ithan ione idisciplinary iaspect. iWhen iI ithink iof inursing, irespiratory itherapy, iphysical itherapy iand ioccupational itherapy ias iseparate idisciplines ithey iare ionly iseeing ia ione-dimensional ipatient. iNow itake iall iof ithese idisciplines iand ihave ithem iwork iin ione icohesive iunit iand ithe ipatient inow ibecomes ithree idimensional iwith ieach idiscipline iseeing iwhat ithe iother iis ilooking iseeing. i The ipatient ireceives iexceptional icare iwhen ithey ican icollaborate iamongst ieach iother iand ihave ia ibetter iunderstanding iof ithe ioutcomes ithat ieach idiscipline iis itrying ito iachieve. i This iforms ithe iInterprofessional iEducation iCollaborative ior iIPEC. iThe iInterprofessional iEducation iCollaborative i(IPEC) icompetencies iconsist iof ifour icompetencies ithat ican ibe iused ito iincrease ithe iquality iof ipatient icare iand ihave ian ioverall ibetter ioutcome. iCompetency ione iincludes iworking iwith ipeople ifrom idifferent iprofessions iwhile imaintaining imutual irespect. iThese iprofessions icould ibe ithose istated iabove isuch ias irespiratory itherapy, ioccupational iand iphysical itherapy iand iothers. iCompetency itwo iencourages iusing ione’s iown iknowledge iand ithe iknowledge ifrom iothers ito iaddress ithe ineeds iof ithe ipatient. iCompetency ithree iencourages iresponsive icommunication ibetween ithe ipatient, ithe icommunity, itheir ifamily iand ipeople ifrom iother ihealth iprofessions ito itreat iand iprevent idisease iin ithe ipatient iin ia iteam iapproach. iWhen iIPEC iis inot iused ithe icommunication ithe ipatient, ifamily iand iother ihealth iprofessionals ineed ito ibe isuccessful iis ino ilonger ithere. iCompetency ifour iencourages ieveryone ito iwork itogether ias ia iteam ito itake icare iof ithe ipatient i(Interprofessional iEducation iCollaborative, i2016). i In isome iaspects iwe ias inurses ialready icollaborate iwith iother inurses iin ia ihospital. i If iI ihaveia ipatient iin ithe iICU ithat ihas icancer iand iis ireceiving ia ichemotherapy imedication ian ioncology inurse iwill icome idown iand iadminister ithe imedication iand igo iover iwith ithe idoctor ibarriers ithat imay iprevent ia ifaster irecovery.
References
Interprofessional iEducation iCollaborative. i(2016). iCore icompetencies ifor iinterprofessional icollaborative ipractice: i 2016 iupdate. iWashington, iDC: iInterprofessional iEducation iCollaborative.
Vinita,
I ihad istated ibefore ithat iwhen iit icomes ito ihealthcare iin itoday’s itimes, iinterprofessional icollaboration iis ivital ifor iholistic icare. iDeveloping istrong iinterprofessional irelationships iincreaseicollaboration iand ibenefit ipatient ioutcomes iby iseeing ithe ipatient iin imore ithan ione idisciplinary iaspect. iThe ipatient ireceives iexceptional icare iwhen ithey ican icollaborate iamongst ieach iother iand ihave ia ibetter iunderstanding iof ithe ioutcomes ithat ieach idiscipline iis itrying ito iachieve. iEvery ione ion inursing ihas isome ihow ibeen iinvolved iin isome itype iof iinterprofessional icollaboration iwhether iworking iin ithe ihospital isetting, ihome ihealthcare ior ieven iworking iin ia inursing ihome. Interprofessional icollaboration iis iin imy imind iessential ifor ithe ipatient ito ireceive iexceptional iand icost-effective ihealthcare. i In ithe ihospital iin iwhich iI iwork ithey ihave ia ipharmacy itech, irespiratoryitherapist iand isometimes ian ioccupational itherapist iworking ion ieach iunit iduring ithe iday iand iat inight iyou iwould ihave ito icall ifor icase iby icase ibases ifor ithose ipatients ithat irequest ithose itypes iof iservices. iYou iare iright iin ithe ifact ithat ithis itype iof imultidisciplinary iapproach ito ipatient icare ihelps ito iimprove ipatient ioutcomes iand iincreases ipatient isatisfaction ibecause iit itruly idoes. iI ilikeito iexamine ithe iobjective iinformation ito idetermine ihow iI ilike ia itype iof iprocedure iand inot iso imuch ithe isubjective iinformation. iEither iway iI iam ihappy ito isee ia ilot iof ihealthcare ifacilities itaking ion ithis istyle iof icaring ifor ipatients.
Janell,
I iwould ihave ito irespectfully idisagree iwith iyour ipost. i I ido iagree, inurses iare iexperiencing iburn iout ibut, iit iis inot idue ito ivalue-based ihealthcare. iWhen iit icomes ito ivalue-based ihealthcare ifor ithe inurses ientering ithe iworkforce ias iwell ias ithe iveterans, ithis iis ia inew ijob ito ithem iin ia isense, iand iit iwarrants inew itools iand itechniques. iTools iand itechniques ithat iare igoing ito icapture iand iintegrate ivaluable idata, icoordinate icare iamong iall iparties iinvolved, iprovide iclinical idecision isupport, iand igive inurses ithe iresources ito ihelp ieducate, iengage, imotivate, iand iempower ipatients ito ifully iparticipate iin itheir iown iwell-being. iWith ithe iextra iresources ifor ithe inursing istaff ito itake iadvantage iof ithis iwill iactually ialleviate isome iof ithe iburden inurses iexperience ion ia idaily ibasis. iAlthough ithis istyle iof inursing ihas inot ibeen iaround ifor ithat ilong iI ihope ito isee iit iretain inurses iand ikeep ithem iin iposition ifor ilonger ithan ibefore. i Time iwill ionly itell ibut iI itruly ibelieve ithis iwill ihaveia ipositive iimpact ion ithe iprofession iof inursing iand ithe iemotional iside iof inursing ithat ileads ito iburn iout.
Topic i 2 iDQ i 1
When iit icomes ito ileaders iand imanagers imany itend ito ithink ithey iare ione iin ithe isame ibut ithey iare inot. iWhile ithey ido ihave isome icommon igoals iwithin ithe iorganization isuch ias imaking isure iit iis isuccessful, iefficient iand ioptimal ithey ijust ihave idifferent iways ito iof iachieving iit. i A inurse imanager ispecializes iin ithe ifield iof inursing iand ihas ian iunderstanding iof iall ithe ifacets iof inursing. iThis iunderstanding ihelps ithe inurse imanager ifocus ion idaily ioperations iand isupervising ithe istaff ion ithe iunit. iA inurse imanager imay ihave iroles iand iresponsibilities ithat idiffer ifrom ithat iof ia ileader.iA inurse imanager iis iresponsible ifor ioverseeing ithe iday-to-day ioperations iin ithe ihealthcare isetting,isupervising iand iproviding itraining ito iteam imembers, ihandling iescalating isituations ibetween ipatients iand ihealthcare iproviders, ihiring iand ievaluating inursing istaff iand icollaborating iwith iotherimanagers ito iachieve ioptimal ipatient ioutcomes ijust ito iname ia ifew. iA inurse ileader ion ithe iother ihand ioversees ia iteam iof inurses, imaking idecisions iand idirecting ipatient icare iinitiatives. i They ihave iadvanced iclinical iknowledge iand iare ifocused ion iimproving ipatient ihealth ioutcomes. iA inurse ileader ifinds iways ito iinspire iand imotivate ithe iteam ihe ior ishe iis iworking iwith iby iselecting ithe ileadership istyle ithat isuits ithe iteam ibeing ilead. iThe ileaders iconcern iis idriving ithe iteam iwith iforward imomentum iwhile ithe imanager ikeeps ithe iteam ion itrack.
Advanced ipractice inurses imust ibe igood iat iboth ileading iand imanaging. iAn iadvanced ipractice inurse imust inot ionly ilead ia iteam iof inurses ibut ialso ilead ithe ipatients ithey isee ito isuccessful ioutcomes. iAdvance ipractice inurses ilead iand imanage iby idoing ithe ifollowing; istaying iup ito idateion ithe ilatest ihealthcare iresearch, iworking ito ishorten ithe iaverage ilength iof ipatient ihospital istays iand ireduce ireadmission irates, iaiming ito ireduce ihealthcare icosts iby iimproving iefficiency, ideveloping itreatment iplans ito iimprove icare iand ipatient ioutcomes iand iprovide icare idirectly ito ipatients. i Ainurse iis ialways ileading iand imanaging iwhile iat iwork iwhether ithey irealize iit ior inot, iitimay ijust ibe ion ia ivery ismall iscale ias iopposed ito ithinking iabout ithe ientire iorganizations.
References:
The iUniversity iof iSt. iAugustine ifor iHealth iand iSciences i(n.d) iA iBreakdown iof iNursing iLeadership i& iManagement iRoles, iRetrieved iJanuary i7, i 2021 ifrom: iA iBreakdown iof iNursingiLeadership i& iManagement iRoles i| iUSAHS i| iUniversity iof iSt. iAugustine ifor iHealth iSciences
Amy,
It iis ia itrue itestament ito ibeing ia igreat ileader iwhen iyou iare iplaced iin ia isituation iwith itremendous iamounts iof istress. i When iyou istated iyou irecently ihad ia ipatient iwho ihad ia icarotid iendarterectomyiperformed iand iwas iin ithe iCCU ifor ithe inight. iThe inext iday ithe ipatient ihad icoughed ihard ienough ito icause iinternal ibleeding ifrom ithe isight. iAs ithe iprimary inurse ikept ithe isurgeon iinformed iand ikept ia iwatchful ieye ion ithe ipatient’s iever-increasing ineck isize, ithe iCRNA iwas icalled ito ievaluate ithe iairway. iThe iprimary inurse iwas iunderstandably, iunder istress, iand ipanicky. iHowever, ithe iCRNA itook iimmediate icontrol iof ithe isituation iin ia icalm iand idirect iway, iwhich ithen iallowed ithe inurse ito isettle iin iand ihelp. iThis iis ia iprime iexample iof iwhat ia itrue ileader ican ido iin ia istressful ienvironment. iNot iall ipeople iput iin ileadership ior imanagement ipositions ican ipreform iunder istressimaking ithe isituation imore ichaotic ifor iall ithose ithat iare iinvolved.
Edyta,
After ireading iyour ipost iI icould inot ihelp ibut ithink iof ihow iaccurate iyour istatements iwhere. iWheniyou istated ithat ithe imain igoal iof ia isuccessful iservant ileadership iis ito iserve. iThe iright iquality ito ibeia iservant ileader iis ito iempower iothers. iA iservant inursing ileader ilooks iat ithe istaff’s ineeds/issues iand icontinuously iinvolves istaff iin iresolving iand isolving iproblems iin iorder ito ipromote itheir ipersonal igrowth. iServing imeans icaring iand itaking icare iof iothers. iNursing iprofession iis ithe iheart iof ithe iAmerican iHealthcare isystem iwhere iwe iserve iothers iwith iall iof iour ihearts iand icompassion.iServant ileaders iget imore idone iwhen ileading iin ithis istyle ithan iany iother iway iof ileading iand ithat ihas ibeen iproven iin iall idifferent itypes iof ireadings. i I ireally ienjoyed ireading iyour ipost iand iinspirediby ithe iextra iwork iyou iput iin ito ikeep ithe ipatients iand ithe istaff ihappy iand iworking itogether.
Ruth,
I ireally ienjoyed ireading iyour ipost ibecause iI ifeel iI icould ireally irelate ito ieverything ithat iyou iwroteiabout. iI iwas ireally idrawn ito iwhat iyou iwrote iwhen iyou istated ithat iA itrue ileader iis inot iselfish, ihe/she iwill ihelp iyou ieven iif iin iturn iit imight inot ibenefit ihim/her. i Such ileaders isee ithe igreater igood iin ieverything, ithey iare inot iselfish. iThe ivocation iof ia inurse iis isimilar ito ithe igoals iof ia iservant ileader. iIn ia ilot iof isense. iA inurse iis ithe ibridge ibetween ifamily imembers iand iother idisciplines, ia inurse iis ian iadvocate. iI itruly ibelieve ithat iall inurses iand inot ijust ileaders ineed ito ipossess ithese igreat itraits. iA ileader ithat iis iselfish iand idoes inot iunderstand ithe imeaning iof ihow ipeople iare ifeeling iat iany igiven imoment ishould ireally inot ibe iin ia ileadership iposition.
Topic i 3 iDQ i 1
If iyou ihave iever iworked ifor ian iorganization ilong ienough ithan iyou ihave ibeen iinvolved iwith ior iaffected iby isome iform iof ichange ithat ioccurred. i Change ican isometimes iseem ilike iit iis ibest ifor ithe iemployees iand iother itimes inot ibut, ino imatter iwhat itype iof ichange ioccurs iwe ineed ito ifind iways ito iadapt. i I ihave ibeen iwith ithe iorganization ithat iI icurrently iwork ifor, ifor ifive iyears inow iandiI ihave iseen iseveral ichanges ioccur. iWith iCOVID-19 iorganizations iall iacross ithe iUnited iStates ihave iseen idrastic ichanges itake iplace. iOur iorganization ihas iseen iits ifair ishare ithis ipast iyear iwith ione ibeing ian iincrease iin ithe ipatient iratio. iWith iso imany iCOVID-19 icontracts iout ithere iseveral inurses ifigured iif ithey iwere igoing ito iwork ilike ia icontracted inurse, ithey ishould ibe ipaid ilike ione. This iincrease iin ipatient iratio icaused ia ilot iof inurses ito iresign iand iin iturn ipick iup iCOVID-19 icontracts. iThere iis ia ilarge isum iof imoney ito ibe imade iout ithere iby inurses iright inow ibut iI ialways ibelieved iin iloyalty ito ian iorganization iand ithat iloyalty ipaid ioff ibecause ithe inurses ithat istayed iwith ithe iorganization iwere igiven ia iraise iand ithe iincrease iin ipatient iratio ionly ilasted ia icouple iof iweeks. iThe inurses ithat ileft inow iwanted ito ireturn ibecause ithey irealized ihow igreat ithey ihad iit ibefore ithey ileft. i Unfortunately ifor ithem ithey iwere inot iallowed ito ireturn ito ithe iorganization ionceithey ileft.
One iof ithe igreatest ichanges ito itake iaffect iwas ia inurse idriven ichange. iTo ihelp iwith ithe icriticallyiill ipatients, inurses ifrom ithe imed isurg ifloor icould icome iup iand ilearn ito icare ifor ian iICU ipatient ithat imaybe idid inot irequire ifull ion iICU icare. i They icalled ithis i“Leveling iUp”. i Nurses ion ithe ifloor itook ito ithis inew iprogram ivery iwell, iif ithey ihad iaspirations ito iwork iin ian iarea iof ihigher iacuity, ithey icould iget ian iintroduction ito iit. iFurthermore, inurses icould iexpand ion itheir iknowledge ibase iwhich iwould inot ionly ibenefit ithe iindividual inurse ibut ialso ithe ifloor ifrom iwhichithey icame. iChange icomes iin imany iforms iand ia iperson imust ilook iat iall iangles iof ithe ichange ibefore icomplaining iabout ihow iits igoing ito iaffect ieverybody.
References:
Thew, iJ. i(2018). i 3 iWays iNurse iLeaders iInfluence iChange iin iHealthcare. iHealth Leaders. ihttps://www.healthleadersmedia.com/nursing/3-ways-nurse-leaders-influence- change-ihealthcare
iall itogether. iThis itactic ionly ilead ito imore isignificant iproblems.
Vinita,
I iread iyour ipost iand iI imust isay igoing ithrough ia ichange ilike ithat iis ipretty ijuristic. iThat iwas ithe itype iof ichange ithat irequired ithe inurse ito idive iright iinto. iThere iare itimes iwhen iindividual ico- iworkers igrumble iabout ithe ichange icoming ior ithe ichange ithat ijust itook iplace ibut iit iappears ithis ihappens ibecause ithey ihave izero iknowledge ibase iof ithe ichange iitself. iI ihave iseen iso imany itimesinurses ithat icomplain iabout ia ichange itaking iaffect iand iwithin ia imonth ior itwo iafter ithe ichange iareihappy iwith ihow ieverything ifell iinto iplace. iYour ilittle isummary iof ichange isaid iit ibest iwhen iyou istated, ichange iis ithe iprocess iof ialtering iand ireplacing iprior iand iexisting iknowledge, iskills, iattitudes iand iprocedures iwith inew iones. iIn iyou iinstance ithe ichange iwas itwice ias ihard ibecause inot ionly idid iyou ideal iwith ithe istressors iof ilearning ia inew icomputer isystem ibut, iyou ihad ito icontend iwith iCOVID-19 iand iensuring ithat iyou iand ithe irest iof iyour iteam iare inot icutting icorners.iI ireally ienjoyed ireading iyour ipost, iyou ihave isome igreat iideas iand iI ilove iwhen inurses ishare itheiriexperiences iso iothers imay ilearn.
Topic i 4 iDQ i 1
When iit icomes ito inursing ithere iwas, iis iand ialways iwill ibe ibarriers ito ibeing iinvolved iwith ithe ilegislative iprocess. iThere iare iseveral ireasons ifor ithis, ione iis ithe ifact ithat iwe iall ihave ipersonal iopinions. i These iopinions ishared iinside iand ioutside ithe iorganization. i Outside ithe iorganization iisiwhere ithe iproblems ican icome iinto iplay. iIf iI iam ipart iof ia inursing iorganization iand iexpress imy ithoughts iand ifeelings iabout ia icertain iissue ithat iorganization ican ichoose ito ieither iescalate ithe iissue ior iessentially ikill iit ion ithe ispot iall iin ipart ibecause ithey ido inot ibelieve ior isupport imy iissue. iThis ican ibe ivery idiscouraging ito inurses ibecause iit ifeels ias ithough iyour iviewpoints iare imeaningless. iI iwould iencourage ievery inurse ithat iruns iinto ithis ibarrier inot ito igive iup. iAnother iexample iis inursing iunions. iI iam inot ifor iunion inursing ior iany itype iof iunion ifor ithat imatter ibut ithey iare isuccessful ifor ionly ione ireason iand ithat iis inumbers. iIf ia iworkplace idecides inot ito iaccommodate ithe iunion’s idemands ithey iwalk iout iand istrike, inow iyou ihave ia ilarge ivolume iof iworkers ino ilonger iworking iwhich imeans ino imore irevenue. iThe iworkplace ialmost ihas ino ichoiceibut ito ifold iand igive iin. iA iunion ican ibe idetrimental ito ian iorganization iwith ilarge inumbers iof iemployees. iNurses imust ialso iremember ithat ithe imedia iis ialso ia ibusiness ithat iworks itoward iratings iand irevenue iso iif iyou ithink iexpressing iyour iviews ito ithem iwould ibe ibeneficial ithink iagain.
References:
Leadership iin iNursing iPractice: iChanging ithe iLandscape iof iHealth iCare. iRetrieved iFrom: ihttps://www.gcumedia.com/digital-resources/jones-and- bartlett/2018/leadership-in-nursing- ipractice_changing-the-landscape-of- healthcare_3e.php
Advanced iPractice iNursing: iEssential iKnowledge ifor ithe iProfession. iRetrieved ifrom: ihttps://www.gcumedia.com/digital-resources/jones-and- bartlett/2016/advanced-practice- inursing_essential-knowledge-for-the- profession_3e.php
Jennifer,
I ican irelate ito iall ithat iyou iare igoing ithrough iwhile iin ithe imilitary. i iI idid i 8 iyears iactive iduty ibefore imoving ion ito ithe icivilian iside. i When iyou istated ihow iyou ihave ilearned iin iyour i 13 iyears iinithe iNavy iis ithat iif iyou iplan ion ipublishing ior iparticipating iin ianything ion ia inational ilevel ithat igoes iagainst iany iexisting ipolicy ialready iin iplace, iyou ibetter ihave italked ito isomeone iup ion imy ichain iof icommand ifor iguidance iand ialso igotten iapproval ibefore iyou iget iinvolved iin ianything ithat imay iplace ime iand imy iopinion ior istance iin ithe ipublic ilight, iespecially iif iit iis icontradictory ito iwhat iyou iare isupposed ito ibe irepresenting ias ia iuniformed imember iof ithe iUnited iStates imilitary. Being iin ithe imilitary ias ia inurse iis ilike iworking ifor itwo idifferent iorganizations, iyou ihave itheimilitary iaspect ithat ihas iits ifair ishare iof ibarriers ithan iyou ihave ithe inursing iside iwhich ihas iits ishare iof ibarriers. iI ican’t iimage iwhat inursing imust ibe ilike iwhile iin ithe imilitary. iGreat ipost ibecause imost inurses ihave ino iidea ithe iobstacles ithat iyou iface. i Thank iyou ifor iyou iservice inotionly ito iour ination ibut ithe icommunity iin iwhich iyou ilive.
Amanda,
I iwould ihave ito irespectfully idisagree iwith ihalf iof iyou ipost. iIn ithe iparagraph ithat iyou iposted iyouistated iNurses ido inot ihave iappropriate irepresentation iin ihealthcare ipolicy imaking. iParks i(2016) ioffers ipotential igender-based ireasons ifor ithese iperceived iand ireal idiscrepancies. iHe suggests ithat ithe igender-gap iin ihealthcare iis ibased iin istereotype ithreats ias iwell ias iimposter isyndrome i(Parks, i2016). iAfter ireflection, iI ican irelate ito ithe iconcept iof iimposter isyndrome iplaying ia irole iin ithe iway iI iperceive imy ipotential ito iplay ia irole iin ipolicy imaking. iWithout iknowing, iwomen iin ileadership iroles ioften ifeel ias ithough ithey ido inot ideserve itheir irole ior ithat itheir iopinion iis inot ivaluable i(Parks, i2016). iI icompletely iagree ithat inurses ido inot ihave iappropriate irepresentation, ibut iI iwould ihave ito idisagree iwith ithe isecond ihalf iof ithe istatement. iWith inursing ibeing ipredominantly iwomen, iI ifind iit iodd ithat ithey ifeel iimposter isyndrome iplays iairole. iEvery inurse ileader iI ihave iworked ifor ihave ibeen iwomen iand ithey iall ihave idone igreat ijob iinitheir iroles. iI iam inot ia iwoman iso iI icannot irelate ito ihow ithey ilook iand ifeel iabout ieach iother iin ipositions iof iauthority. i I ireally ienjoyed ireading iyour ipost.
References:
Parks, iT. i(2016, iSeptember i27). iOvercoming igender iobstacles iin imedicine. iRetrieved iJanuary i26, i2021, ifrom ihttps://www.ama-assn.org/practice-management/physician- diversity/overcoming-igender-obstacles-medicine
Talin,
I iagree iwith iyour ipost, iI itruly ido inot isee igender iplaying ia ilarge irole iin ithe ilack iof irepresentation.iIn ithe ipast i 100 iyears ithe irights iof iwomen ihave iadvanced itremendously igiving ithem ia imuch ilarger ipositions iand iresponsibilities. iFurthermore, iif iwoman imake iup iroughly i90% iof inurses iin ithe ifield itoday ithat iwould ialso iput ithem iin ia imajority iof ileadership iroles iall ithroughout inursing. iWeberg iet. iAl i(2019) istates ithat inursing iis ithe ilargest ihealth iprofession iin ithe icountry iand iyet inursing iis inot ia ikey iplayer iin idecision imaking. i When iyou istated iin iyour ipost ithat iwe ineed ito iputimore inurses iin ipositions iof ipower iin iCongress, iand iother ihigh ilevels iof ipositions iwhere ithe igovernment iis imaking ithe irules iin iterms iof ihow ihealth icare iis ifunded iand idistributed. iWhether iwe ilike iit ior inot, ithe imedical isystem iis ia ibusiness ithat ithe igovernment, ipharmaceutical icompanies iand iinsurance icompanies icontrol. iI i100% iagree iwith ievery iword. iI iwould ilike ito isomeday isee ia iSenator ithat iwas ia inurse ibefore igoing iinto igovernment. iI ifeel ilike imembers iof iCongress idon’t isee ithe ifull ipicture iof iwhat iit iis ia inurse ideals iwith.
References:
Weberg, iD., iMangold, iK., iPort-O’Grady, iT., iMalloch. iK. i(2019). i Leadership iin iNursing iPractice: iChanging ithe iLandscape iof iHealth iCare. i (3rd^ ied.) iJones iand iBartlett iLearning.
Topic i 5 iDQ i 2
ACO’s iare iseveral idifferent igroups ithat iconsist iof idifferent ihealth icare iproviders, idoctors, iand ihospitals. iACOs ihave ithe ipotential ito itransform ihow icare iis idelivered iand ipaid ifor iso ithat ipatients ireceive ihigher iquality, ipatient-centered, itimely, iand iwell- coordinated icare. iMedicare ibeneficiaries iby icoordinating icare iand iillness imanagement iand ilowers icosts. iACO’s igoals iare: idelivering ihigh iquality icare iand ilowering idirect iand iindirect icosts. iThe iAccountable iCare iOrganizations ideliver ihigh iquality icare ito iMedicare iclient i(CMS.2015). iThis itype iof icare iis idelivered ito imillions iof iAmericans ithrough imultiple ihealthcare iorganizations iin ithe iUnited iStatesidue ito ithe iadaption iby iMedicare. iWith ithe imove itoward ivalue-based icare, iit ipromotes ia imore ipreventative icare iand ilowers ihospital istays, ireadmissions, iand iER ivisits. iThis itype iof icare ialso ipromotes ia idifferent itype iof ipayment iplan, ithis iplan iis iknown ias iadapt irisk-based ipayment icontracts, ithis igrants imore iresponsibility iand ifinancial iincentives ifor idoctors ithat iare icaring ifor ithese ipatients. iImplementing ia icomprehensive ipayment ireform iand ihealth icare iplan isystem iwill ihave iAOC’s icontinually ilooking ito iinvest iin inew ialternative ipayment iarrangements iand imove iaway ifrom itraditional ifee-for-service ireimbursement. i In ithe iend ithis iwill ihelp idrive idown icurrent icosts iin ihealthcare igain ia ibetter ivalue ifor ithe ihealthcare ithey iare ireceiving.
References:
Accountable iCare iOrganizations i(ACOs), iby iDewey, ifrom i Salem iPress iEncyclopedia iof iHealth i (2016).https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?i direct=true&db=ers&AN=113931243&site=eds-live&scope=site
Edyta,
After ireading iyour ipost iI imust isay iyou ihave isome ireally igood iinformation iand iinsight ion iinnovative icare. iWhen iyou istated ihow iinnovative icare iis ibeneficial ifor ithe ipatients iin iorder ito ipromote iand isupport ipatient’s iwell-being. i The iopportunity ito iincorporate inew iand icost-effectiveilevel iof icare idelivery imodel iis icontinuously ievolving. iInnovative imodel iof icare iis ian ialternativeito iprovision iof icare iin iacute iand isubacute ihealth icare ifacilities. iThe itrend ihas ichanged ifrom iusing ihome ihealth icare iafter ihospitalization ito iusing iit ito iavoid ihospitalization. iAs ia iresult, ithe imain igoal iof ithe iinnovative imodel iof icare iwith ithe isupport iof ithe iinterprofessional icollaborationiis: ienhanced icare, iimprove iclinical ioutcomes, iand ireduced icost. iUnique iapproach iand iinnovativeimodels iof icare ishould ibe iimplemented iin iclient’s icare iplan iand ishould iinclude ia ivariety iof iinnovative istrategies ito imanage ihigh irisk iclients, ibundled ipayments, icare itransition, iand icare imanagement iat ihome. iThis itype iof icare ifocusing ion ithe ipatient iwill ibring idown icosts iand itruly ifocus ion ithe ireal ioutcomes. iYou iseemed ito ihave ia igood iamount iof iknowledge iwhen iit icomes itoiinnovative icare.
Talin,
I ireally ienjoyed ireading iyour ipost ibecause iwe iare iexperiencing ithe isame iat iour ihospital. iWhen iyou istated ithat iyour iplan ididn’t ireally ihave iname ibut iwe ilike ito icall iit i"30 iminutes ior iless". iFor ithose ipatients iadmitted iin ithe iemergency iroom iIt iused ito itake ihours isometimes idays ito ihave ia ibed iupstairs. iThis idelay iof icare icauses imany iproblems iincluding ia igreat ideal iof istress ifor iour ipatients, iand ithe ibacklog iin ithe iwaiting iroom. iThis ibacklog icaused imany ipeople ito ileave. iThis, iin iturn, iwas icausing ithe ihospital ito ilose ia igreat iamount iof imoney. iIn ithis imodel, idaily imeetings iare iconducted iwith imanagers ifrom iall idepartments iand ithe imedical idirectors. iIn iour ihospital iif ithe ipopulation iin ithe iER iis igreater ithan i 15 iwith ino ibeds ithey icall i“Surge” iwhich iis ia iplan ipretty imuch ithe isame ias iyours. iWe ihave imeetings ievery i2-3 ihours iwith iall i 8 ifloors iof ithe ihospital iand idiscuss ihow imany ipatients iare igoing ito iD/C iand ithe ibarriers iof ithe iones ithat iare iwaiting ito iD/C i(for iexample iMOT, iHome iHealth, iO ifor ihome iuse). iI ireally ilike ithis isystem ibeing iin iplace ibecause iit iprevents ifloors ifrom isitting ion ipatients iinstead iof igetting ithem iout. iI ihave iseen iall ito ioften inurses ihold ia ipatient iuntil ithe iend iof ishift ibecause ithey idid inot iwant ia inew ione. iThat iis ioneiact iI iwill inot itolerate, iif iyour ipatient iis iready ito iD/C iget ithem iout iso iothers iin ithe iER ican iget ithe icare ithey ideserve.
It iComprised iof ia iteam ithat iincluded ia irepresentative ifrom iAdmissions, iclinical ioperations, iand iBed iboard. iDuring ithese imeetings, imanagers ifrom ieach idepartment iwould ihave ia ispreadsheet iready ilooking iat iwhich ibeds iare iavailable iin ithe idepartment icollaborating iwith ibed iboard. iOnce iaibed iis iavailable ia irepresentative ifrom iEnvironmental iServices iis iappointed ithe itask iin imaking itheirooms iready ifor ithe ipatients. iNurses ion ithe ifloor iare inotified, ias iwell ias ithe iER inurse itaking icare iof ithe ipatient ithrough iour icomputerized isystem.
Amanda,
You istate ithat iThe iMayo iClinic, ia iworld-renowned ihospital isystem, iutilizes itheir iown iinnovativeimodel iof icare. iThis imodel iis icentered iupon ipatient icare iand ithe ienvironment. iIt iis idefined iby itheifollowing, i“high iquality, icompassionate imedical icare idelivered iin ia imultispecialty, iintegrated iacademic iinstitution”. iLater iin iyour ipost iyou ialso istate ithat ithis igoal iencourages iall ifacets iof itheiinterdisciplinary iteam ito iplace ithe ipatient iat ithe iforefront iof icare iprovided. iIt ileans iupon ia iphysician ilead iteam. iThis ifact imay ibe iproblematic ibecause iother ispecialties ihave ithe iability ito iprovide ileadership ias iwell. iI idon’t ithink iI ireally isee ithat ias ia iproblem ibecause iyou isee iall ito ioften iplaces iand ispecialties ithat ido inot iwant ito istep iup iand itake ithe ilead iin icertain isituations. This itype iof ileadership iis ifocused iaround ithe ipatient iand inothing ielse.
Topic i 6 iDQ i 2
EMR’s iand iEHR’s iis isomething iall inurses iare iused ito ihearing iand ithink ithe itwo iare ithe isame. iWhile ithey iare ivery isimilar, ithey iare inot iquite ithe isame. i EMRs iare ithe idigital iversion iof ithe ipaper icharting ithat iwas idone iin ithe ipast iin ithe idoctor’s ioffice. iEMR’s istay iwithing ithe ifacility ioriwithin ian iorganization idepending ion ithe isize iof ithe ihealthcare isystem. iEMR’s ibenefit ionly ithe ihealthcare isystem iin iwhich ithey ioriginated iin. iwhen ithe iEMR iwas iintroduced ithey ihad iseveral iadvantages iunlike ithe ipaper icharting iit ihad ireplaced. iEMR’s iwere icapable iof itracking iblood ipressures iand iblood isugars ialong iwith idifferent itypes iof ilabs iand inotes ifrom inurses iand idoctors. iThis ialso iposed ito ibe ia iproblem iif ithe ipatient iwanted ito iseek ia isecond iopinion iat ianother ihealthcare ifacility ibecause ithe imedical irecords icould inot ibe iseen ioutside ithe ihealthcare ifacility iiniwhich ioriginated. iIf ia ipatient ineeded ia icopy iof ithe irecords, ithey iwould ihave ito igo ito ithe ihealthcare ifacility iand irequest ihard icopies iof iall ithe irecord. iFor isome ithis icould imean iprinting iout iseveral ihundred ipages iof imedical irecords iif ithey iwanted ito ibe iseen isomewhere ielse. iEHR’s ion ithe iother ihand icould ibe iseen ioutside ithe ioriginating ifacility. iThese ihealth irecords iare ivery ibeneficial ito iall istaff iin ithe ihealthcare isector ibecause ithey ican ibe iseen iby ialmost ianyone. iGivingithe iviewer ithe imost iup ito idate iinformation ion ithe ipatient ieven iif ithey iwere iseen iat ianother ihealthcare ifacility. iThis icould ibe iextremely ihelpful iif ia ipatient ihad ia istroke iand icould inot icommunicate itheir ipast imedical ihistory ito ithe inurse ior idoctor icurrently icaring ifor ithem. iThe iinformation iwould ibe ia iclick iaway iwithout ia iquestion ibeing iasked. iThe iuse iof iEHR’s ialso ibenefits ithe ipatient. i If ithe ipatient iis iproactive iin itheir ihealthcare, ithey iare iable ito ilog ion iand ikeep itrack iof ithings isuch ias imedication itypes iand itracking iof ilabs. iWith ithe iuse iof iEMR’s iand iEHR’s iit ihas ieliminated ia ilot iof ierrors inot ionly iby idoctors iand inurses ibut iother ihealthcare iworkers ias iwell.
References
Garrett, iP. i& iSeidman, iJ. i(January i04, i2011), iEMR ivs iEHR i- iWhat iIs ithe iDifference? iRetrievedion iFebruary i02, i 2021 ifrom iHealth iIT iBuzz iwebsite. iURL: ihttps://www.healthit.gov/buzz- iblog/electronic-health-and-medical-records/emr-vs-ehr- difference/
Talin,
You iare icorrect, iEMR’s iand iEHR’s iis isomething iall inurses iare iused ito ihearing iand ithink ithe itwoiare ithe isame. iWhile ithey iare ivery isimilar, ithey iare inot iquite ithe isame. iEMRs iare ithe idigital iversion iof ithe ipaper icharting ithat iwas idone iin ithe ipast iin ithe idoctor’s ioffice. i EMR’s istay iwithingithe ifacility ior iwithin ian iorganization idepending ion ithe isize iof ithe ihealthcare isystem. iEMR’s ibenefit ionly ithe ihealthcare isystem iin iwhich ithey ioriginated iin. iwhen ithe iEMR iwas iintroduced ithey ihad iseveral iadvantages iunlike ithe ipaper icharting iit ihad ireplaced. iEHR’s ion ithe iother ihand icould ibe iseen ioutside ithe ioriginating ifacility. iThese ihealth irecords iare ivery ibeneficial ito iall istaffiin ithe ihealthcare isector ibecause ithey ican ibe iseen iby ialmost ianyone. iGiving ithe iviewer ithe imost iup ito idate iinformation ion ithe ipatient ieven iif ithey iwere iseen iat ianother ihealthcare ifacility.
Maureen,
