SERVICES MARKETING BEHAVIOURAL CONSEQUENCES AND PATIENTS’ SATISFACTION TOWARD...IAEME Publication
Relationship marketing is an old idea but a new focus now at the forefront of services marketing practice and academic research. The impetus of its development has come from the maturing of services marketing, with the emphasis on quality, increased recognition of potential benefits for the firm, the customer, and technological advances. Relationship marketing works to attract maintain and enhance client/customer relationship in healthcare provider. Despite the widespread concern in health care literature with patients’ satisfaction there has been neither explicit definition of that concept nor systematic consideration of its determinants and consequences. Patients are becoming increasingly involved in making health care choices as their burden of health costs continue to escalate.
Leadership is defined as the process through which an individual attempts to intentionally influence another individual or a group to accomplish goal . Building and sustaining oral health services that reveal the aspirations of the communities they provide has proved a most important confront all over the world. There is increasing demands on Dental professionals to identify and measure their individual impact on the outcome of patients as cost-cutting strategies have raised the thresholds for Dental hospitals to focus on patient satisfaction. This has increased the average acuity of Dental hospital patients, along with the increase in demand for Dentist leadership and patient outcomes. Dental Hospitals across the world have begun to see appropriate leadership of Dental professionals as an intervention for improving communication; collaboration skills to reduce Dental errors that direct to undesirable patient outcomes, hence Dental leaders are conscientious for creating a vision of where the Dental Hospital should go by implementing initiatives to achieve the vision of better patient outcomes. They create passion for goal accomplishment and converse employees’ roles in contributing to the Dental Hospital strategy.
Leadership practices of Dentist can positively or negatively influence outcomes for patients. Understanding the factors that contribute to leadership is fundamental to outcomes for patients. Important domains of association between Dentist leadership and patient outcomes. These are Dentist-patient relationships, Dentist-colleague relationships, Dentist-community relationships, and Dentists’ relationships to self. Relationship-centered oral health care recognizes the significance and exclusivity of each Dental staff relationship with every other, and considers these interaction to be central in sustaining high-quality care, a high-quality work environment, and better-quality organizational performance and improved patient outcomes.
Dentist leadership in the Genaral Dental practice setting is significant to ensure both best possible patient outcomes and consecutive generations of motivated and passionate Dental staff, but significant barriers to clinical leadership exist in Dental Hospital structures that preclude health care managers from clinical decision making and better patient outcomes.
Dental Hospitals and other healthcare organizations have flattened their structures with wide spans of control in an ongoing effort to reduce costs. When resources are limited, Dentist is required to share their attention across their patients, with their clinical decision to prioritize assessments and interventions. When understaffed units exist, Dentists are apparently required to reduce or skip over certain tasks, thereby rising the risk of harmful patient outcomes. The leadership relationship to patient outcomes in the work context has influence on Dentist behavior, which facilitates patient care and improved outcomes, hence strong re
SERVICES MARKETING BEHAVIOURAL CONSEQUENCES AND PATIENTS’ SATISFACTION TOWARD...IAEME Publication
Relationship marketing is an old idea but a new focus now at the forefront of services marketing practice and academic research. The impetus of its development has come from the maturing of services marketing, with the emphasis on quality, increased recognition of potential benefits for the firm, the customer, and technological advances. Relationship marketing works to attract maintain and enhance client/customer relationship in healthcare provider. Despite the widespread concern in health care literature with patients’ satisfaction there has been neither explicit definition of that concept nor systematic consideration of its determinants and consequences. Patients are becoming increasingly involved in making health care choices as their burden of health costs continue to escalate.
Leadership is defined as the process through which an individual attempts to intentionally influence another individual or a group to accomplish goal . Building and sustaining oral health services that reveal the aspirations of the communities they provide has proved a most important confront all over the world. There is increasing demands on Dental professionals to identify and measure their individual impact on the outcome of patients as cost-cutting strategies have raised the thresholds for Dental hospitals to focus on patient satisfaction. This has increased the average acuity of Dental hospital patients, along with the increase in demand for Dentist leadership and patient outcomes. Dental Hospitals across the world have begun to see appropriate leadership of Dental professionals as an intervention for improving communication; collaboration skills to reduce Dental errors that direct to undesirable patient outcomes, hence Dental leaders are conscientious for creating a vision of where the Dental Hospital should go by implementing initiatives to achieve the vision of better patient outcomes. They create passion for goal accomplishment and converse employees’ roles in contributing to the Dental Hospital strategy.
Leadership practices of Dentist can positively or negatively influence outcomes for patients. Understanding the factors that contribute to leadership is fundamental to outcomes for patients. Important domains of association between Dentist leadership and patient outcomes. These are Dentist-patient relationships, Dentist-colleague relationships, Dentist-community relationships, and Dentists’ relationships to self. Relationship-centered oral health care recognizes the significance and exclusivity of each Dental staff relationship with every other, and considers these interaction to be central in sustaining high-quality care, a high-quality work environment, and better-quality organizational performance and improved patient outcomes.
Dentist leadership in the Genaral Dental practice setting is significant to ensure both best possible patient outcomes and consecutive generations of motivated and passionate Dental staff, but significant barriers to clinical leadership exist in Dental Hospital structures that preclude health care managers from clinical decision making and better patient outcomes.
Dental Hospitals and other healthcare organizations have flattened their structures with wide spans of control in an ongoing effort to reduce costs. When resources are limited, Dentist is required to share their attention across their patients, with their clinical decision to prioritize assessments and interventions. When understaffed units exist, Dentists are apparently required to reduce or skip over certain tasks, thereby rising the risk of harmful patient outcomes. The leadership relationship to patient outcomes in the work context has influence on Dentist behavior, which facilitates patient care and improved outcomes, hence strong re
how to market a doctors office 2015 guideBryan Cush
This comprehensive 30 Page guide offers medical industry insights, info-graphics and much more.
Areas covered include:
-Determining Your Profitable Procedures
-Educating and Aligning Your Staff with Your Practice Goals (including sample patient phone calls)
-How to Measure Your Online Success : Creating BenchMarks and Goals
-Medical Business Listing Population
-Understanding NPI Databases and Online Accounts
-Top 10 Online Citations for Doctors
-How to Determine Your Keywords to Focus On
To measure the employees job satisfaction level in C-ZON Hospital, Ajnala.
To study the employees perception towards organization.
To identify the factors that motivates the employees.
To studying the relationship between management and employees in C-ZON Hospital, Ajnala.
how to market a doctors office 2015 guideBryan Cush
This comprehensive 30 Page guide offers medical industry insights, info-graphics and much more.
Areas covered include:
-Determining Your Profitable Procedures
-Educating and Aligning Your Staff with Your Practice Goals (including sample patient phone calls)
-How to Measure Your Online Success : Creating BenchMarks and Goals
-Medical Business Listing Population
-Understanding NPI Databases and Online Accounts
-Top 10 Online Citations for Doctors
-How to Determine Your Keywords to Focus On
To measure the employees job satisfaction level in C-ZON Hospital, Ajnala.
To study the employees perception towards organization.
To identify the factors that motivates the employees.
To studying the relationship between management and employees in C-ZON Hospital, Ajnala.
I need a response to the following peers PEER 1 . My nakarinorchard1
I need a response to the following peers:
PEER 1 .
My name is ---------- I have been practicing nursing for many years. What I have come to recognize through experience is that what people or even literature consider to be a preserve for advanced practice is essentially what is demanded in everyday nursing practice to offer comprehensive and quality care. This demand has been accelerated by the changing dynamics and demands in health care include an increase in population that also cause increase in primary and other healthcare services, inefficient healthcare, rise of chronic conditions, high costs of care, knowledgeable population demanding better care, and prolonged lifespan that is creating a high population of aged people with chronic ailments (Hillb & Parkera, 2017).
To address the emerging issues, nurses must have the ability to tackle complex cases through complex decision-making spanning across the many system levels from clinical to organizational to political level, serve in leadership and consultancy capacity, support innovation and promote evidence-based practice. They should also be able to collaborate with other healthcare professions and to navigate the intricacies of the current healthcare system to offer the best care possible. These are the roles of an advanced practice nurse role that affords them greater control when providing direct and indirect clinical care. They can only be executed by acquiring an advanced practice major. As Hillb and Parkera (2017) notes, advanced practice nurses undertake advanced degrees enabling the acquisition of clinical competencies, complex decision making skills, and expert knowledge based for expanded practice to enable them practice nursing at a high level. I believe that is why I chose an advanced practice major.
The role of FNPs as is the case of most NPs in primary care has become apparent. As …highlights, this is in terms of providing primary care services in remote/rural areas, providing primary care practices equal to the standards of physicians and meeting the high demand of primary care services from the general population attributed to strides in universal coverage (Barnes, Richards, McHugh, & Martsolf, 2018). EBP is a key driver of improved patient outcomes by helping come up with the most current, best working interventions. Nonetheless, it is not a standalone factor; it must be supported by proper leadership, collaboration, scholarship, resources, organizational culture and cost effectiveness. In addition to this, FNPs should have traits for successful NPs. These include emotional stability, problem solving skills, interpersonal skills, attention to details, tenacity and having a mind of inquiry. Woo, Lee and Tam (2017) research shows that allowing advanced nurses, including FNPs more control over providing direct care to maximize on them result in better quality of care, coordination of care and clinical outcomes.
Peer 2.
The health of the population is the mos ...
respond Communication is integral in the field of nursing. N.docxwilfredoa1
respond
Communication is integral in the field of nursing. Nurses act as the hub of communication, relaying and interpreting information between physicians, caregivers, family members and patients. The ability to establish effective communication in nursing is imperative to providing the best care and patient outcomes possible (Bender, Williams, Su, & Hites, 2016). At any workplace, good communication is vital. Effective communication removes obstacles that detract from efficiency and collaboration. As a nurse executive, I should create the structure and processes that facilitate effective communication within in my team. To improve communication to and between team members, my focus would be improving both the content and the coverage of team members’ communication.
To begin with, I would provide role clarity at the workplace. One of the most effective structural ways to improve the content of communication within a team is to invest in role clarity (Marquis & Huston, 2017). It helps everyone on the team know from the beginning which content is most relevant to discuss with different team members. I would promote role clarity by explaining to each employee what metrics will be used to define success in their role. Another way of enhancing communication is by creating an open door policy. This would encourage free communication by removing any potential barriers.
Empowering team members would enable them have the authority or power to execute certain functions. Additionally, empowering people also makes them more confident, for instance, in decision-making (Marquis & Huston, 2017). One major way in which I would empower my team members is by including them in the decision-making process of our healthcare organization. Through this inclusion, their views are likely to be heard by a higher authority.
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Discussion 1 GeorgeIntroduction Teamwork is a significant aVinaOconner450
Discussion 1 George
Introduction
Teamwork is a significant aspect of health care delivery. With the increasing complexity and specialization of clinical care, healthcare workers have
to learn more complicated methods and procedures to achieve the desired patient outcomes. Teamwork is associated with reduced medical errors and
improve patient safety. Additionally, teamwork reduces staff burnout since a healthcare professional team is responsible for patient welfare (Zajac et al.,
2021). Various strategies are key to ensuring effective teamwork for better patient outcomes.
Strategies for effective teamwork during patient care
Effective communication across staff members of a clinical team increases teamwork efficacy, leading to improved patient outcomes. Working
towards a common goal, effective communication expands the traditional roles of each member to make decisions as a team (Zajac et al., 2021). One
particular strategy that worked for my clinical team is goal setting at the beginning of the scheduled activities so that each member has a clear purpose
for their roles for the day. Several studies also agree that goal setting provides the direction for implementing procedures and coordinated care.
Organizing regular meetings and using digital communication platforms such as emails and WhatsApp groups to convey information relating to patient
care to team members and debate suggestion is key to improving performance and, ultimately, patient outcomes.
Another effective team strategy is collaboration. By definition, health care involves multiple disciplines- nurses, doctors, and health care specialists
in different fields, working together, communicating often, and sharing resources (Zajac et al., 2021). A clinical team is made up of professionals of
different health specialities and responsibilities. Cumulatively, these differences contribute to the overall patient well-being and safety. The different
teams contribute to patient outcomes by understanding the patient presenting illness, asking them probing questions regarding their situation, making
an initial evaluation, discussing, and providing a recommendation based on their findings.
Strategies for ineffective teamwork during patient care
It is common for challenges to arise during teamwork. According to Hendrick et al. (2017), some of the most common challenges that impede a
team’s efforts to improve patient care include a lack of commitment of team members, different individual team members’ goals, and conflict
about how the team members individually relate to the patient. The input of individual members is vital to realizing the overall team’s goal. Therefore,
each member must demonstrate full commitment to the course of the team. Also, if the goals of the individual members do not align with the team’s
goal, then they might be less committed to achieving the team’s goal (Rawlinson et al., 2021). The healthcare team should help the patient understand
that their care is multidisci ...
Reproduced with permission of the copyright ow.docxsodhi3
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Running head: SUPPORT COORDINATION TRAINING
1
SUPPORT COORDINATION TRAINING
3
Support Coordination Training
BUS 340: Business Communication
SUPPORT COORDINATION TRAINING
Each state providers services to adults with intellectual disabilities daily. These services are supposed to be delivered with quality and within the guidelines of policies created by the department of behavioral health and developmental disabilities from each state. Support coordinators are tasked with the job of being the eyes and the ears of the state as the state is not able to directly oversee each entity that is providing services to intellectually disabled adults. Support coordinator assess not only the quality of each provider’s service but each individual’s satisfaction with each service. This oversight includes support coordination, which the state directly oversees. Much like DFCS workers, support coordinators are spread thin and are required to do a great deal of work. This causes support coordinators to burn out quickly and even miss important things during visits to monitor services. This in turn causes providers to be able to get by with not providing quality services and services that meet the standard that the state’s DBHDD has set. It is much easier to blame the support coordinator for failing to do their job properly than to admit that the real issues lie within the lack of training and preparation. “This kind of work requires strong leadership and a solid infrastructure in order to sustain the various tasks involved in service coordination” (Bigby, Fyffe, & Ozanne, 2007).
To send someone out with the great task of managing not only the individual but the family of the individual and their support team without proper training is frightening. However this is the case with most support coordination agencies. Support coordinators have to assess the effectiveness and efficiency of services using judgement coupled with knowledge. If a support coordinator does not have particularly good judgement or enough knowledge, even about that particular individual, it can be impossible to assess services. Services or even a provider that may work for one DD individual may not work for another. Therefore, it is a neccessity to ensure that support coordinators are properly trained before being sent out into the field to assess services through extensive training. Training should include all aspects of the support coordinators expected tasks including: information (background) about the individual’s that the support coordinator is assigned to manage, judgement training, implementation of formal procedures and processes, resources and tools training, services training, time management and more importantly work-related stress reduction training. These activities are directed towards ensu ...
CHAPTER 93. Suds’s Bottling Company does bottling, labeling, a.docxtiffanyd4
CHAPTER 9
3. Suds’s Bottling Company does bottling, labeling, and distribution work for several local microbreweries. The demand rate for Wortman’s beer is 600 cases (24 bottles each) per week. Suds’s bottling production rate is 2,400 cases per week, and the setup cost is $800. The value of inventory is $12.50 per case, and the annual holding cost is 30 percent of the inventory value. Suds’s facilities operate 52 weeks each year. What is the economic production lot size?
CHAPTER 12
2. Cyberphone, a manufacturer of cell phone accessories, ended the current year with annual sales (at cost) of $48 million. During the year, the inventory of accessories turned over six times. For the next year, Cyberphone plans to increase annual sales (at cost) by 25 percent.
a. What is the increase in the average aggregate inventory value required if Cyberphone maintains the same inventory turnover during the next year?
b. What change in inventory turns must Cyberphone achieve if, through better supply chain management, it wants to support next year’s sales with no increase in the average aggregate inventory value?
This course has helped me to gain invaluable insights about the advanced practice nursing roles. I have also been able to master most of the predesignated course outcomes, although I must admit that I require further development in some areas. An important area in which I have been able to learn a lot pertains to the different roles and scope of practice for nurses working in advanced arenas. These arenas include clinical, education, administration, informatics, research, and health policy arenas (Hamric, Hanson, Tracy, & O'Grady, 2014). While I was able to learn that these professionals might have different responsibilities and roles, I also grasped the nature of interdependence between the various professionals and the importance of multidisciplinary collaboration for advancing the profession and ensuring the dispensation of quality care to patients.
From the class lectures and assignments, I also gained a heightened understanding of the core competencies that apply to advanced practice nurses. These competencies can play a central role in improving the quality of care dispensed to patient and fostering the professional development of the advanced practice nurses. Some of the competencies that cut across all APN roles include effective communication, responsive leadership, coaching and mentorship, consultation, teamwork, people development, as well as respect for diversity (Goodman, Reidy, & Cartier, 2012). Among these competencies, the one that would benefit me from further improvement is diversity awareness. To improve my skills in this competency domain, I aspire to find mentorship from my superiors, enrolling in multicultural courses in addition to providing care to diverse patients where I can get firsthand account about dealing with multicultural issues in health care.
As I have further learned in this course, health promotion a.
Reply 1
Yanira Sanchez
4 posts
Re: Topic 5 DQ 1
Leadership in nursing is a key part in providing high quality healthcare to patients and in creating a conducive environment where staff are empowered. A nurse leader basically shows the other nurses the way and acts a bridge between them and the administrative leaders of the hospital. One of the responsibilities of a nurse leader is advocating for great patient care and needs of their unit nurses (Al-Dossary, 2017)by publicly supporting them. Another role is setting clear goals and accomplishing them successfully as well as building rapport with their followers. Application of creative thinking and problem solving skills should be part of day-to-day of a nurse leader. Other responsibilities include supervision of healthcare delivery, staffing and delegation of tasks to the nursing staff.
Education greatly contributes to nursing leadership skills; therefore, nursing education is crucial. A master’s education encompasses a course in leadership and care delivery which increases the effectiveness of leadership nursing as opposed to a newly registered nurse (Al-Dossary, 2017). For one to be an influential and successful nurse leader, strong interpersonal skills such as empathy and openness are very essential. This helps understanding the feelings of the staff and responding appropriately to them. Emotional intelligence is also significant since it leads to positive relationships between the nurse leaders and the staff (Hughes, 2017).This refers to the ability of one managing their emotions and those of others. These traits and more such as flexibility and integrity enhance good patient care, teamwork and promote a healthy working environment for nurses.
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References
Al-Dossary, R. N. (2017). Leadership in Nursing.
IntechOpen
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Hughes, D. (2017). Standout Nurse Learers.
Nursing Management
.
Reply 2
One of the most significant factors in empowering and encouraging nurses, who make up the vast majority of the healthcare workforce, to perform at the highest level of their licensure is nursing leadership. American Nurses Association (n.d) describes nursing leadership as "a nurse interested in excelling in a career path, a leader within a healthcare organization who represents the interests of the nursing profession, a seasoned nurse or healthcare administrator interested in refining skills to differentiate them from the competition or to advance to the next level of leadership."
In my experience, one of the formal roles as a nurse leader is charge nurse for the respective department or unit. Although it's normal to concentrate leadership efforts at the top of a hospital or health system, middle-management leaders (such as nurse practitioners) are critical to an institution's progress. They have a direct influence on many front-line caregivers and healthcare staff. One of the formal roles of nurse leaders is the charge nurse for the respective department or unit. In our organization, to hol.
Ahead of the marcus evans National Healthcare CNO Summit 2022, Erin Jaynes discusses effective strategies for combating the nursing shortage in hospitals and healthcare systems.
respond As the nurse executive in an acute care hospital, I .docxwilfredoa1
respond
As the nurse executive in an acute care hospital, I welcome collaboration among advanced practice nurses (APN) and the clinical staff for many reasons. Advanced practice nurses can take on acute services, be readily available and in all honesty are far more approachable, accessible and can provide a sense of trust into our patient population when being compared to a PGYI or newer medical student. Often times our medical residents or surgical residents lack empathy and lack a collaborative effort that makes our admissions and discharges flow in less than desired manner. As a whole, the unit gravitates toward reaching out to the APRN for effective communication when placed in a position to communicate between families, patients and our medical teams.
An organizational chart could absolutely be utilized to enhance and improve collaborative communication and facilitate trust among different departments through reflexivity. From the article
Margaret Archer, Modes of Reflexivity: The Structured Agency of Nursing Action,
communicative reflexivity is said to be our inner conversations which required confirmation and communication with others before we act. A nurse who predominantly uses communicative reflexivity will consider what their peers are thinking and will want to act in such a way as to fit in (Goodman, 2017). Although the nursing profession especially as a clinical provider we tend to use our professional critical thinking skills and act on our best nursing judgement, we tend to disconnect from our peers and resources such as the APNs to confirm our actions before we act. Although working together as a team is essential for the unit to function properly in crisis situations, I often times see nurses perform on “auto-pilot”, working independently without collaborative efforts that could be in the best interest of our patient population. Facilitating collaboration between available APNs and clinical staff is essential to improving patient outcomes and building a higher self-esteem among staff. Being validated that our critical thinking, assumptions and interventions are correct from someone with higher level education can be very empowering.
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Discuss how your preceptor demonstrated proficiency with this co.docxjakeomoore75037
Discuss how your preceptor demonstrated proficiency with this competency during your clinical practice and what you have gained from that experience. If you have not worked with a preceptor yet, you may choose an example of an NP who you have worked with, or an NP who you have observed. If you are having difficulty identifying a personal story, please feel free to demonstrate your understanding of a second competency through an evidence-based essay that adds depth to a peer’s initial post.
In this discussion you are asked to provide exemplars that are personal experiences. 2 references APA format
Respond to the below write up:
Among on the National Core Competencies for Nurse Practitioners I choose to elaborate on Leadership competency. As highlighted in the Nurse Practitioner Core Competencies by (NONPF), the Nurse Practitioner Provides leadership to foster collaboration with multiple stakeholders (e.g. patients, community, integrated health care teams, and policy makers) to improve health care (NONPF, 2012) Leadership qualities was displayed in working through previous DNP course NU 740, by collaborating with various disciplines while gathering data to support my SPP. As a clinical nurse leader with experience in overseeing an interdisciplinary team, collaboration is key to successfully running a team to improve healthcare outcomes. In my role as a clinical Nurse Manager, I displayed effective leadership by fostering collaboration with multiple stakeholders while working on a self-scheduling project for the team. Stakeholders included nurses, therapists, social workers, nurse practitioners and clinical schedulers. Advanced Practice Nurses (APNs) and Clinical Nurse Leaders (CNLs), are in a unique position to take a leadership role, in collaboration with other healthcare professionals, to shape healthcare reform, as they use extended and expanded skills and are trained to focus on improved patient outcomes. (Heinen et al., (2019). As an NP Student, the development of leadership qualities can be harnessed through learning and collaboration among peers to improve the overall patient experience and outcomes. Nurse practitioners are advanced practice nurses possessing expert knowledge and leadership skills that can be optimized to narrow disparities and ensure access to high‐quality health care globally. (Rosa et al., 2020)
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httpsfairplayforkids.orgReview 2–3 of the organizationsPazSilviapm
https://fairplayforkids.org/
Review 2–3 of the organization's current social action campaigns. (Note: You can locate the current campaigns on the home page listed under "The Latest" or from the home page selecting "Get Involved" followed by "Take Action.")
http://cdn-media.waldenu.edu/2dett4d/Walden/EDUC/6357/CH/mm/audio_player/index_week4.html
Click on Institutional Bias: "The Many Ways Institutionalized Bias Sends Messages to Children"
Running head: The Future of Nursing in Leadership 1
The Future of Nursing in Leadership
The Future of Nursing in Leadership
Phase 1 Planning
Student’s name: Yusleiby Castillo
Professor’s name: Nora Hernandez-Pupo
Date: May 26, 2022
Transitional Nursing
At all stages of their engagement, nurse-patient communication is critical. It is crucial in the initial stages of nurse-patient interaction because it establishes the context for why a patient has come to seek medical or health support. A nurse gets to hear from a patient about what led them to the medical center and what is wrong with them at the introduction stage. This is also the time when nurses may reassure their patients that they will provide all possible aid. Ethical considerations are crucial in the medical field.
During patient-nurse interactions, nurses have the opportunity to enlighten patients on their ethical obligations when it comes to the provision of medical services. Nurses and other health personnel also request agreement from patients at this point in order to perform specific operations or tests, as these procedures would not be possible without it (Jensen, 2015).
It is critical that nurses communicate with patients in a variety of ways. Nurses work with patients of all ages, genders, and cultures, as well as patients suffering from various illnesses. It is critical for a nurse to understand how to interact successfully with these patients in order to provide the best and most suitable nursing care. Nurses may choose to develop personal ties with their patients in order to better interact with them in certain situations, such as chronic diseases or while dealing with elderly patients. Kindness and compassion characterize personal interactions (Neese, 2015). The sort of communication that a nurse uses is determined by the patient's age and condition. The type of communication utilized with young patients differs from that used with adult patients. Patient-nurse communication is critical because it affects how a patient is treated.
The future of nursing in leadership
Nurses in the healthcare field are ...
SMART GOAL
Leadership SMART Goal Leadership goal Setting a goal is important since it really gives clarity to a person’s vision. A goal specifies the outcome of what one wants to accomplish (Jay, 2011). Developing a SMART leadership goal ensures that one’s goal is actually focused and offers a clear idea of what one wants to accomplish. In essence, a goal that is SMART makes it simpler for one to come up with pertinent activities, to measure his or her progress towards accomplishing the goal, and know when he or she has met his/her goal (Jay, 2011). For me, setting a SMART goal will make what I want tangible since I am declaring to myself that this is really what I want. Basically, the SMART goal will help me to focus my everyday energy towards making my dreams and wishes come true. My set goal is SMART in the following way: Specific: Haughey (2014) pointed out that a specific goal has to be focused, detailed, and stated clearly. My goal is specific enough; it is to work in interdisciplinary/interprofessional teams by Week 10 (as selected from the Institute of Medicine (IOM)). In these teams, I should be able to work with other professionals to offering the best care available to transplant patients and help the patients before the transplant, during the transplant, and after. To accomplish this goal, I will greet and introduce myself to various health professionals in the Transplant Services Department so familiarize my self with the department and the transplant of patients and cooperate, collaborate, communicate, and integrate care in teams to ensure that care is continuous and reliable. In the future health care system, health professionals will have to understand the advantage of high levels of cooperation, coordination, and standardization to guarantee excellence, continuity, safety, and reliability. In short, they will have to think of themselves as a team working in and contributing to a larger system. As Don Berwick, Institute for Healthcare Improvement, said at the summit, The team members integrate their observations, bodies of expertise, and spheres of decision making. Thus this competency refers to the various disciplines working together to address the needs of patients. Interdisciplinary teams are critical in dealing with the increasing complexity of care, coordinating and responding to multiple patient needs, keeping pace with the demands of new technology, responding to the demands of payors, and delivering care across settings Teams tend to reduce the utilization of redundant or duplicate services, and they also tend to develop more creative solutions to complex problems because of their members’ diverse academic backgrounds and experience. Patients needing chronic care, critical acute care, geriatric care, and care at the end of life require smooth team functioning because of the complexity of their needs. Different means and settings for delivering care, such as managed care, community-based care, rehabilitation centers,.
Similar to Communicating nursing’s excellence and value (20)
What are nursing sensitive quality indicators anyway
Communicating nursing’s excellence and value
1. Nancy M. Valentine Impacts & Innovations
Communicating Nursing’s Excellence and Value:
On the Way to Magnet®
EXECUTIVE SUMMARY
Effective communication is essential as nurses convey
their critical impact in care delivery.
As part of Magnet readiness, the Main Line Health
System engaged a nationally recognized expert to devel-op
a communications strategy for staff nurses and front-line
managers.
This initiative was driven by the chief nursing officer and
the nursing leadership team.
The goal was to refine communication skills of the nurs-ing
staff to tell their story of the Magnet work achieved
as well as to better prepare staff to clearly articulate the
essential elements of their work in all settings.
The result was clinical nurses who were able to articu-late
their unique value in a changing health care world
MAGNET® JOURNEY FOCUSES
on nurse staffing and
workforce development
that demonstrates the
structures and processes that
serve to give a “voice” to nurses
as part of shared decision mak-ing.
A key component in under-standing
how nurses give voice to
their work is thinking about how
nurses actually describe their
work to others. What is the style
clearly.
Nancy M. Valentine
and substance of how nurses’ communication facili-tates
or deters the listener(s) in seeking more informa-tion
and/or elaboration about their individual work or
the work of the profession? As the Magnet visit
became a reality, the nursing vice presidents of the
three acute care hospitals involved voiced concerns
regarding how the nurses may not be prepared for the
visit. They believed the nursing staff were not com-fortable
talking to reviewers about the details and sub-stance
of their work. The CNO listened, gathered
information, and facilitated the development of an
action plan to foster better communication to detail
the impact and value of nursing in the organization.
A dynamic collegial partnership was forged with
the senior vice president for marketing and communi-cations
at Main Line Health, Bryn Mawr, PA. She
focused on how to present nursing work and out-comes
to a wide variety of audiences. Her experience
in communications, coupled with a long-standing
association with a nationally recognized expert in this
field, helped prepare the nurse workforce. Although
the focus and impetus at the time was preparing the
nursing staff for the upcoming Magnet visit, the les-sons
learned through this experience may be applied
to nurses in any setting. It can be part of the overall
development of the workforce, independent of an
event such as a Magnet visit. The aim of this article is
to describe how a “communications makeover”
through an intense day of education and coaching
transformed the nursing staff into effective communi-cators.
The nursing workforce must be able to communi-cate
with confidence and ease their contributions and
value to patients, co-workers, and the community at
large. When thinking about nurses’ communication,
collaboration, credibility, compassion, and coordina-tion
have been identified as skill sets that exemplify
nurse professionalism to members of health teams
(Apker, Propp, Ford, & Hofmesiter, 2006). And with
more emphasis on communication as it relates to
overall quality and cost, the role that nurses play is
pivotal (Agarwal, Sands, & Schneider, 2010).
A daylong, intensive communication training with
selected Main Line Health staff provided an opportuni-ty
for nurses to gain tips, techniques, and skills in how
to communicate effectively in the workplace. Nurses
need specific tools to convey their mission and be
influencers. They must be encouraged to discuss their
role, the value of their work, and the difference it
makes to patients, families, and the community.
Giving Voice to Communicating Values, Beliefs, and
Contributions
Although nurses were rated top of all profession-als
for honesty and ethics for the 11th year (Jones,
2011), there is generally not a clear understanding
among the public and even among many health pro-
NANCY M. VALENTINE, PhD, MPH, RN, FAAN, FNAP, is
Principal, Valentine Group Health, Philadelphia, PA; Nurse
Researcher, Lankenau Institute for Medical Research,
Wynnewood, PA; and Adjunct Associate Professor, University of
Pennsylvania School of Nursing, Philadelphia, PA.
ACKNOWLEDGMENT: The author wishes to thank Sarah
Peterson, former SVP for Marketing and Communications, for her
guidance in program organization, and Merrie Spaeth, Spaeth
Communications, Inc., for her consultation, training, and staff
assistance in the preparation of this article.
NURSING ECONOMIC$/January-February 2013/Vol. 31/No. 1 35
2. fessionals and health care administrators as to the
pivotal role nurses play in delivering superior care.
Often nurses are referred to as the “glue” that holds
health care together because they are physically pres-ent
24/7. With “glue” being a nebulous description,
much of the expert knowledge, science, and skill that
nurses utilize every day often gets lost in translation.
Nurses are often viewed as simply “present” doing
the work, but defining that work is not communicat-ed
with clarity and purpose. Why? One often hears
nurses say with a cheerful smile, “I am just doing my
job,” “This is what is expected, it is nothing special,”
or “I am just a nurse.” With such humble statements
that connote a neutral self-image, it is no wonder
there is confusion as to what role nurses play and
how they are viewed by others.
There is work to be done to strengthen how nurs-ing’s
contributions are communicated within the
workplace and beyond. However, in the pragmatic
world of the daily workplace, there is little time to
discuss such issues, unless it is made a priority. Typ -
ically, the chief nursing officer (CNO) and a team of
nurse administrators expend a lot of energy building
a large workforce with the hope of shaping a positive
team with the outcome of excellent patient care. To
create an organizational architecture that allows nurs-es
to articulate how the organization is structured for
success and how they as professionals bring value to
the organization, nurses must have in place a full-fledged
communication strategy. This strategy can
contribute to giving nurses the ability to communi-cate
their contributions to a wide spectrum of stake-holders,
with confidence and ease.
Developing a Communication Strategy and Using
Skills to Share the Message
Workforce development is a priority for all organ-izations.
For the purposes of this article, Magnet expe-rience
and how it was a catalyst for developing a com-munication
strategy for the nursing staff is described.
The American Nursing Credentialing Center (ANCC)
trademarked the phrase Journey to Magnet
ExcellenceTM, which is a perfect description for what
is both an exhilarating and onerous process. The CNO
realized communication can be a barrier if there is not
a dedicated strategy in place. She believed communi-cation
should be approached as any other process,
with a clear model, a definition understood by all,
and a shared vocabulary.
A critical step in sharing the nurses’ dedication to
providing quality care is an agreement on a definition
of effective communication and how to incorporate it
across the organization. The CNO employed a strate-gic
communications consulting firm to provide guid-ance
and training. Communication could help our
nurses tell their story with both information and con-fidence.
The result would be a workforce of confi-dent,
articulate, staff-driven stories that brought years
Table 1.
Good-Bad Words and Jargon
Good Words Bad Words (Jargon)
Accountable Accident Anuric
Caring Death BMP
Professional Fault CBC
Highly trained Neglect PERRLA
of work to fruition through the outcome of redesigna-tion
of Magnet status. The definition of effective com-munication
is being able to influence what the target
audience hears, believes, and remembers and enlists
them to carry your message. This is a simple, but
dynamic way of thinking.
Words Matter
The power of words must not be underestimated;
in fact, words are the most powerful memory drivers.
Individual words are the starting point for all mes-sages
and by following a few simple rules, messages
can be memorable. A common phenomenon is to pick
up and repeat each other’s words. Words fall into two
basic categories, “good words” and “bad words.”
They are simplistically named to make it easy to
remember the distinction (see Table 1).
“Good words” are the words you want your audi-ence
to repeat and remember. “Bad words” are the
words you never want to repeat. Jargon is a subset of
“bad words” because if your target audience does not
understand a word, they stop listening and don’t
remember the message. The Centers for Disease
Control and Prevention note “nearly nine out of 10
adults have difficulty following routine medical
advice, largely because it’s often incomprehensible to
average people” (Landro, 2010, p.1). While ANCC
Magnet reviewers are extremely knowledgeable of
medical terms, they need to know that you can speak
in the language meaningful to patients and their fam-ilies.
Avoid jargon or give the definition if you must
use it to make your point. Acronyms fall into this cat-egory
as well; avoid confusion and increase under-standing,
spell them out.
Words have serious consequences. Organizations
qualifying for Magnet designation need to show a
very sophisticated understanding of internal and
external audiences, as well as how to educate and
motivate them beginning with “good words.”
Good words evolve into main messages, which
are titled “headlines.” By definition, “headlines” are
short, memorable, and the most powerful headlines
make a claim. Nurses are extremely knowledgeable,
but they also tend to be extremely humble or self-effacing
and fact oriented. This can work against the
Magnet designation process because it is particularly
36 NURSING ECONOMIC$/January-February 2013/Vol. 31/No. 1
3. Table 2.
Headline
“Our hospital prides itself on giving us numerous opportu-nities
for professional development.”
Table 3.
Proof Points
Informational Proof Motivational Proof
Facts
Statistics
Anecdotes
Examples
Quotes
Table 4.
Headling + Proof Structure
Headline
“Our hospital prides itself on giving us numerous opportu-nities
for professional development.”
Proof
“I received an advanced degree and tuition reimbursement
while working full time at [hospital name].”
the nurses at the bedside who need to stand out.
Preparation begins with developing several “head-lines”
and using them liberally. For example, Table 2
reflects a headline rooted in three distinct “good
words.”
Headlines never stand alone. While the best head-lines
make a claim, they also create an expectation to
the listener that the speaker will validate or “prove”
the claim. These are called “proof points,” as they val-idate
the headline (see Table 3). Table 4 reflects an
example of the basic Headline + Proof structure.
Proof points do not have a restriction on length;
in fact, storytelling is encouraged. The most motivat-ing
proofs are stories, and quotes from other people
(patients, co-workers, physicians). Stories are motiva-tional
by nature and nurses have a wealth of them to
share. They can be named or unnamed to maintain
confidentiality of the patient and the rules governing
privacy.
Nurses can harness the power of words, and hone
newfound skills by developing headlines and incor-porating
storytelling. It’s important to dedicate time to
practice using headlines and storytelling for it
requires changing behavior.
Answer vs. Response
Nurses are highly knowledgeable and by nature
fact oriented. They answer exactly what is being
asked and do not elaborate. While it is true a question
is a request for information, it should also be viewed
as an opportunity to satisfy the questioner and then
move on to the headlines and stories developed to
further illustrate key points. However, questioners
have certain expectations. They do want an answer,
but the word “answer” has an impact on one’s behav-ior.
People tend to accept, and limit themselves to the
parameters and topic of the question, rather than ask-ing,
“Who’s my audience? What do I want them to
hear and remember?” The goal is to be both informa-tive
and proactive, and if this is incorporated into the
approach it will be motivational as well.
Use a framing question, where a “yes” or “no”
response is expected. Table 5 reflects a comparison of
the “right” and “wrong” way to respond to this type
of question. The “wrong” response is a lost opportu-nity.
A successful exchange is when you “acknowl-edge”
the question with a short, truthful response and
then deliver your headline and proof point.
The real power of the “acknowledgment phrase”TM
comes into play when a negative question is posed.
Most people fall into the trap of repeating negative
words (see Table 6). Table 7 reflects a successful
exchange.
Communication Skills Training
Approximately 75 nurses were selected to partic-ipate
in the communication skill training program.
The participants, even those in front-line manage-ment
roles, were uncomfortable being asked direct
Table 5.
Wrong and Right Responses
Question Response
Wrong Response
“Does your hospital provide tuition reimbursement?” Yes
Right Response
Question Acknowledgment Headline+Proof
“Does your hospital provide tuition
reimbursement?”
“Absolutely” “Our hospital prides itself on giving us numerous opportuni-ties
for professional development. In fact, I received an
advanced degree and tuition reimbursement while working
full time at [hospital name].”
NURSING ECONOMIC$/January-February 2013/Vol. 31/No. 1 37
4. Table 6.
Acknowledgment Phrase
Question Response
“Are you ever asked to take shortcuts for budgetary reasons?” “No, we aren’t asked to take shortcuts.”
Table 7.
Successful Exchange
Question Acknowledgment Headline+Proof
“Are you ever asked to take shortcuts
for budgetary reasons?”
“On the contrary.” “Delivering quality patient care is our promise. In fact, we have
questions. A few were near tears and others said they
simply couldn’t be counted on to deliver their posi-tive
messages. They knew how much was at stake,
which only added to their anxiety. This misplaced
humility and nervousness must be substituted with
pride and confidence. By sharing proven techniques
and giving nurses time to digest and practice their
newly learned communication skills. The same nerv-ous
participants transformed in just a few short hours.
Anxiety quickly turned to pride when they could see
themselves and their peers coached in how to tell a
compelling story that was a true reflection of their
daily work. Gaining a level of comfort with the tech-niques,
being critiqued, and then seeing the results,
was very rewarding to all of the participants.
Videotaping staff nurses and letting them see the
“before” and “after” of their presentations and Q&A
sessions proved to be a powerful tool. They were able
to see themselves as knowledgeable, compelling
speakers. These videos were so effective we posted
many of these interviews on the nursing web page as
part of the CNO blog, Nancy’s Corner, so these exem-plars
could be viewed by nurses and other staff across
all five hospitals. In the end, there were no better
spokespersons than the staff nurses themselves.
Building the individual communication skills of
the nurses helped the organization achieve Magnet
redesignation. Once the nurses were able to utilize
the checklist of skills to acknowledge questions and
proactively provide headlines and stories, the ANCC
Magnet appraisers heard, believed, and remembered
the positive image.
In summation, the lessons learned from imple-menting
a solid communication strategy were:
• Make Effective Communication an Organi -
zational Value. Invest in developing employees’
communication skills: a multi-tiered plan, begin-ning
with nurse administrators and continuing
throughout the entire organization.
weekly meetings to ensure that we stay on budget and all of
the items we need to provide quality care are ordered well
ahead of time and are in stock when we need them.”
• Imbed a Communication Plan as a Key Element
in the Strategic Plan. Have a solid definition and
model of effective communication and identify
resources to have staff developed in meeting this
objective. Having such strategies is a good invest-ment
in developing staff for multiple challenges
such as regulatory reviews, Magnet, team devel-opment,
and customer relations among others.
Such steps include:
1. Identify internal and external audiences and
have a clear plan for reaching them; in addi-tion
to verbal encounters, proactively develop
videos and share quotes of nurses going above
and beyond.
2. Instill confidence by regularly encouraging
discussion of all of the positive aspects of the
profession.
3. Train and rehearse utilizing video. One of the
most powerful teaching tools is video.
4. Practice effective interview techniques.
Handling tough questions is part of the job,
but accentuating the positive must be a part of
the exchange.
5. Avoid using negative words and examples,
replace with positive stories and quotes; shar-ing
truthful stories is a great way to counter a
negative topic.
• Utilize Staff in Multiple Marketing Opportunities
Based on Stories They Have to Share. A work-force
comfortable with communications can be a
major asset for an organization to tell its story
externally in a compelling manner.
• Celebrate Success. Highlight nurses on the web
page, and communicate their success broadly to
build and maintain good will.
Empowering nurses to articulate their value is
priceless. This strategy is an effective way to get our
nurses to set aside their humility and verbalize their
amazing attributes that make our hospital systems
and health care in general, exceptional. $
continued on page 43
38 NURSING ECONOMIC$/January-February 2013/Vol. 31/No. 1
5. Impacts & Innovations
continued from page 38
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