Adaptive leadership (Jared)

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ACE 623 Adaptive Leadership Case Study

A D A P T I V E
L E A D E R S H I P
Jared Divido
ACE 623

A d a p t i v e
l e a d e r s h i p
DEFINITION
Adaptive leadership is a practical leadership model that
helps individuals and organization adapt to changes in
challenging environments.
Source: http://cambridge-leadership.me/

N u r s i n g h o m e
c a s e s t u d y
Utilized an adaptive leadership
approach to address challenges
in nursing home care.
Adaptive challenges = problems
with no known solutions.
Adaptive challenges require
changes in thinking, behavior,
and attitudes.

M e t h o d s
A comparative case study of qualitative data
gathered from ten nursing homes.
Assessed behaviors and strategies that RNS and
LPNs use in patient care & leadership roles.
Recorded interviews were conducted to gather
data.

A d a p t i v e
L e a d e r s h i p i n
N u r s i n g
The study found that Directors of Nursing use adaptive
leadership styles in a number of ways including:
1) Care plan assessment strategies
2) Family involvement in the care process
3) Addressing new or rapidly changing healthcare issues for
residents

C a r e p l a n
e x a m p l e s
Facilitate nursing staff to create personalized care plans based on
the individualized needs of the resident.
Talk with family members to share ideas & to create a feasible
patient-centered care plan.
Coordinate & communicate with other healthcare staff to help keep
care plans updated, especially during unforeseen incidents.
Source: CEBPGAN Organization: Nursing & Patient CareSource: Health in 30

S u p e r v i s o r y
e x a m p l e s
Directors of Nursing must use adaptative leadership to
address staff noncompliance and performance issues.
DON must try to determine why the issue is occurring,
and use re-training as a method to reinforce proper
patient care procedures.
Staff must be willing to adjust their attitudes and
behaviors.

P e r s o n a l e x p e r i e n c e
I h a v e w o r k e d i n v a r i o u s h e a l t h c a r e r o l e s i n t h e
p a s t .
T h e e n v i r o n m e n t a n d s i t u a t i o n s c a n c h a n g e r a p i d l y
d u e t o p a t i e n t - c e n t e r e d c a r e .
A d a p t i v e l e a d e r s h i p r o l e s a r e e s s e n t i a l t o k e e p
p a t i e n t c a r e a t o p p r i o r i t y .
E f f e c t i v e t e a m w o r k , c o m m u n i c a t i o n , a n d t a s k
d e l e g a t i o n a r e a m u s t !

R E F E R E N C E
Corazzini, K. N., Anderson, R. A., Day, L., McConnell, E. S.,
Mueller, C., & McKinney, S. H. (2013). When a situation is
“not black or white”: Using adaptive leadership to address
complex challenges in nursing home care. Director
(Cincinnati, Ohio), 21(4), 34–37.

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Organizational Systems and Structures Analyzing Organizational Culture As Edgar Schein points out in his seminal work Organizational Culture and Leadership, both the Egyptians and the Mayans built pyramids. It would be easy to make the assumption that the building of pyramids must have similar meaning. However, in some cultures, pyramids housed tombs, while in others, they were temples. Within each culture, the meaning of the pyramid was likely evident, but to an outsider’s eye, incorrect assumptions could be made rather easily. Last week, you began to analyze an organization’s systems and structures as groundwork for promoting patient safety and health care quality. The culture of an organization is also critically important. Leader-managers must understand the nuances of an organization’s culture to effectively address organizational issues. This week you examine the influence of culture on the organization, and on efforts to promote positive systems-level change. In addition, this week you continue your evaluation of a health care organization and identify a quality improvement issue to inform development of your Course Project. Learning Objectives Students will: · Analyze essential elements of organizational culture · Evaluate the influence of organizational culture on achieving organizational goals · Analyze strategies for aligning organizational culture with quality improvement initiatives · Identify a quality improvement issue in a health care setting Photo Credit: Robert Daly/OJO Images/Getty Images Learning Resources Note: To access this week's required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus. Required Readings Hickey, J. V., & Brosnan, C. A. (2017). Evaluation of health care quality in for DNPs (2nd ed.). New York, NY: Springer Publishing Company. · Chapter 10, “Evaluation of Patient Care Standards, Guidelines, and Protocols” (pp. 207-226) · Chapter 12, “Evaluating Populations and Population Health” (pp. 265-280) Chapter 10 reviews methods for using national, local, and organizational standards to evaluate the quality of health care practices. Chapter 12 examines strategies for identifying quality issues through the evaluation of populations. Sadeghi, S., Barzi, A., Mikhail, O., & Shabot, M. M. (2013). Integrating quality and strategy in health care organizations, Burlington, MA: Jones & Bartlett Publishers. · Chapter 3, “General Concepts in Quality” (pp. 45–82) See the six aims for quality proposed by the Institute of Medicine (IOM). Bellot, J. (2011). Defining and assessing organizational culture. Nursing Forum, 46(1), 29–37. Defining and assessing organizational culture by Bellot, J., in Nursing Forum, 46(1), 29–37. Copyright 2011 by John Wiley & Sons - Journals. Reprinted by permission of John Wiley & Sons - Journals via the Copyright Clearance Center. Bellot reviews the definition of organizational cu ...

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Review E ffe c ts o f N u rs e -M a n a g e d P ro to c o ls in th e O u tp a tie n t M a n a g e m e n t o f A dults W ith C h ro n ic C onditions A System atic Review and M eta-analysis R yan J. S h a w , P h D , RN; J e n n ife r R. M c D u f f ie , PhD ; C ris tin a C. H e n d rix , D N S , NP; A lis o n Edie, D N P , FNP; L in d a L in d s e y -D a v is , P h D , RN; A v is h e k N a g i, M S ; A n d rz e j S. K o sin ski, PhD ; an d Joh n W . W illia m s Jr., M D , M H S c Background: C h an ges in fe d e ra l h e a lth p o lic y are p ro v id in g m o re access t o m ed ica l care f o r persons w ith c h ro n ic disease. P ro v id in g q u a lity care m a y re q u ire a te a m a p p ro a c h , w h ic h th e A m e ric a n C o lle g e o f Physicians calls th e "m e d ic a l h o m e ." O n e n e w m o d e l m a y in v o lv e n u rs e -m a n a g e d p ro to cols. Purpose: T o d e te rm in e w h e th e r n u rs e -m a n a g e d p ro to c o ls are e f fe c tiv e f o r o u tp a tie n t m a n a g e m e n t o f a d u lts w ith diabetes, h y p e r te n s io n , an d h y p e rlip id e m ia . Data Sources: MEDLINE, C o c h ra n e C e n tra l R egister o f C o n tro lle d Trials, EMBASE, a n d CINAHL fro m Jan ua ry 1 9 8 0 t h ro u g h January 2 0 1 4 . Study Selection: T w o review e rs used e lig ib ility c rite ria t o assess all title s , ab stracts, a n d fu ll te x ts an d resolved dis a g re e m e n ts by dis cussion o r b y c o n s u ltin g a th ird review e r. Data Extraction: O n e re v ie w e r d id d a ta a b s tra c tio n s a n d q u a lity assessments, w h ic h w e re c o n firm e d b y a s econd review e r. Data Synthesis: F rom 2 9 5 4 studies, 1 8 w e re in c lu d e d . A ll studies used a reg istere d nurse o r e q u iv a le n t w h o titra te d m e d ic a tio n s by f o llo w in g a p ro to c o l. In a m e ta-a na lysis, h e m o g lo b in A 1c level d e creased b y 0 .4 % (9 5 % C l, 0 .1 % t o 0 . 7 % ) (n = 8); systolic and d ia s to lic b lo o d pressure decreased b y 3 .6 8 m m H g (C l, 1 .0 5 to 6.31 m m H g ) an d 1 .5 6 m m H g (C l, 0 .3 6 t o 2 .7 6 m m H g), re s p ective ly (n = 12); to ta l cho le s te ro l level decreased b y 0 .2 4 m m o l/L (9 .3 7 m g /d L ) (C l, 0 . 5 4 - m m o l/L decrease t o 0 .0 5 - m m o l/L increase [ 2 0 .7 7 - m g / d L decrease t o 2 . 0 2 - m g / d L increase]) (n = 9); a n d lo w -d e n s ity -lip o p ro te in c h o le ste rol level decreased b y 0.31 m m o l/L (1 2 .0 7 m g /d L ) (C l, 0 . 7 3 - m m o l/L decrease t o 0 .1 1 - m m o l/L increase [ 2 8 .2 7 - m g / d L decrease t o 4 . 1 3 - m g / d L increase]) (n = 6). Limitation: Studies had lim ite d de s c rip tio n s o f th e in te rv e n tio n s an d p ro to c o ls used. Conclusion: A te a m a p p ro a c h t h a t uses n u rs e -m a n a g e d p ro .

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MuleSoft Integration with AWS Textract | Calling AWS Textract API |AWS - Cloud Native Meetup #4 Event Link:- https://meetups.mulesoft.com/events/details/mulesoft-aws-cloud-native-presents-unveiling-the-heart-of-mulesoft-intelligent-document-processing-aws-textract/ Agenda ● Introduction to Textract ● Document Processing using AWS Textract ● AWS Textract UseCases ● AWS Textract API ● Calling AWS Textract API from Postman ● Demo - Textract Integration with MuleSoft ● QnA ◈ Important Links https://aws.amazon.com/textract/resources/ https://docs.aws.amazon.com/textract/latest/dg/API_AnalyzeDocument.html https://docs.aws.amazon.com/general/latest/gr/textract.html https://docs.aws.amazon.com/IAM/latest/UserGuide/reference_aws-signing.html https://ambassadorpatryk.com/2021/01/discover-how-to-sign-aws-api-request-using-dataweave/ https://github.com/djuang1/awsv4auth-extension For Upcoming Meetups Join AWS - Cloud Native Meetup Group - https://meetups.mulesoft.com/aws-cloud-native/ Youtube:- youtube.com/@mulesoftmysore Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N Speaker:- Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/ Priya Shaw - https://www.linkedin.com/in/priya-shaw Organizers:- Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/ Robin Sinha - https://www.linkedin.com/in/robin-sinha

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1. A D A P T I V E L E A D E R S H I P Jared Divido ACE 623

2. A d a p t i v e l e a d e r s h i p DEFINITION Adaptive leadership is a practical leadership model that helps individuals and organization adapt to changes in challenging environments. Source: http://cambridge-leadership.me/

3. N u r s i n g h o m e c a s e s t u d y Utilized an adaptive leadership approach to address challenges in nursing home care. Adaptive challenges = problems with no known solutions. Adaptive challenges require changes in thinking, behavior, and attitudes.

4. M e t h o d s A comparative case study of qualitative data gathered from ten nursing homes. Assessed behaviors and strategies that RNS and LPNs use in patient care & leadership roles. Recorded interviews were conducted to gather data.

5. A d a p t i v e L e a d e r s h i p i n N u r s i n g The study found that Directors of Nursing use adaptive leadership styles in a number of ways including: 1) Care plan assessment strategies 2) Family involvement in the care process 3) Addressing new or rapidly changing healthcare issues for residents

6. C a r e p l a n e x a m p l e s Facilitate nursing staff to create personalized care plans based on the individualized needs of the resident. Talk with family members to share ideas & to create a feasible patient-centered care plan. Coordinate & communicate with other healthcare staff to help keep care plans updated, especially during unforeseen incidents. Source: CEBPGAN Organization: Nursing & Patient CareSource: Health in 30

7. S u p e r v i s o r y e x a m p l e s Directors of Nursing must use adaptative leadership to address staff noncompliance and performance issues. DON must try to determine why the issue is occurring, and use re-training as a method to reinforce proper patient care procedures. Staff must be willing to adjust their attitudes and behaviors.

8. P e r s o n a l e x p e r i e n c e I h a v e w o r k e d i n v a r i o u s h e a l t h c a r e r o l e s i n t h e p a s t . T h e e n v i r o n m e n t a n d s i t u a t i o n s c a n c h a n g e r a p i d l y d u e t o p a t i e n t - c e n t e r e d c a r e . A d a p t i v e l e a d e r s h i p r o l e s a r e e s s e n t i a l t o k e e p p a t i e n t c a r e a t o p p r i o r i t y . E f f e c t i v e t e a m w o r k , c o m m u n i c a t i o n , a n d t a s k d e l e g a t i o n a r e a m u s t !

9. R E F E R E N C E Corazzini, K. N., Anderson, R. A., Day, L., McConnell, E. S., Mueller, C., & McKinney, S. H. (2013). When a situation is “not black or white”: Using adaptive leadership to address complex challenges in nursing home care. Director (Cincinnati, Ohio), 21(4), 34–37.