The current system for discharge summaries in the cardiology department is inefficient and leads to errors. Under the current system, sole responsibility lies with the Cardiology Services RN, but a dynamic patient case cannot be fully tracked by a single member.
The presentation recommends adopting a shared responsibility model where the entire cardiology team, including physicians, nurses, and nurse practitioners, are all responsible for the discharge summary. This eliminates finger-pointing since all are accountable, and fixes can be made without looking to blame others. It also promotes a more collaborative team approach.
The RN Service Supervisor coordinates the overall plan of care for clients and develops and supervises the caregivers. Some of the RN Service Supervisor’s responsibilities are client assessments, advocacy, and related care management activities for an assigned group of clients.
Minimum Qualifications and Requirements:
• Graduated with a Bachelors Degree from an accredited school for Registered Nurses or;
• Must hold current state license with no criminal charges on record or pending.
• Must have a minimum of two (2) years hospital, nursing home, or home care experience as a supervisor within the last two (2) years.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This presentation is a short version that briefly explains Effective Communication for error reduction in healthcare. It utilizes proven tools such as TeamSTEPPS training, Conflict Resolution, Patient Safety, healthcare education, Comprehensive Unit-based Safety Program (CUSP), NSPG, AIDET training, Mutual support, and Quality Assurance.
Please note that you're welcome to use any slides as long as you reference my post when you do so to maintain the integrity of authorship
If interested in detailed answers, please email: aamirdash@yahoo.com
Thanks, Ahmad Amirdash.
The RN Service Supervisor coordinates the overall plan of care for clients and develops and supervises the caregivers. Some of the RN Service Supervisor’s responsibilities are client assessments, advocacy, and related care management activities for an assigned group of clients.
Minimum Qualifications and Requirements:
• Graduated with a Bachelors Degree from an accredited school for Registered Nurses or;
• Must hold current state license with no criminal charges on record or pending.
• Must have a minimum of two (2) years hospital, nursing home, or home care experience as a supervisor within the last two (2) years.
A Nursing Leadership Guide: Communication, Teamwork, Mutual Support, Conflict...Ahmad Amirdash
This presentation is a short version that briefly explains Effective Communication for error reduction in healthcare. It utilizes proven tools such as TeamSTEPPS training, Conflict Resolution, Patient Safety, healthcare education, Comprehensive Unit-based Safety Program (CUSP), NSPG, AIDET training, Mutual support, and Quality Assurance.
Please note that you're welcome to use any slides as long as you reference my post when you do so to maintain the integrity of authorship
If interested in detailed answers, please email: aamirdash@yahoo.com
Thanks, Ahmad Amirdash.
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
In 2011, we took it upon ourselves to break down our patient care and examine it from the time the patient arrived (regardless of method) to the time they departed (again, regardless of method). Over the next year, we developed and implemented an end-to-end strategy of patient care and flow, where all decisions were under the scrutiny of what was deemed to be ‘patient-centric’. This process of self-improvement led us to develop a scalable, replicable template for hospitals of all shapes and sizes. Too often, patient flow hurdles and patient care problems are addressed solely through the vantage of individual departments at the expense of efficiency. Our presentation is the result of a personal, real-time experience.
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
In 2011, we took it upon ourselves to break down our patient care and examine it from the time the patient arrived (regardless of method) to the time they departed (again, regardless of method). Over the next year, we developed and implemented an end-to-end strategy of patient care and flow, where all decisions were under the scrutiny of what was deemed to be ‘patient-centric’. This process of self-improvement led us to develop a scalable, replicable template for hospitals of all shapes and sizes. Too often, patient flow hurdles and patient care problems are addressed solely through the vantage of individual departments at the expense of efficiency. Our presentation is the result of a personal, real-time experience.
Brunswick Insight Report: Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it. But there’s very little data available about what “it” is, or about the benefits and risks organizations see from engaging in new ways with groups they may not have dealt with in the past. The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line.
Arts administration (alternatively arts management) is the field t.docxfredharris32
Arts administration (alternatively arts management) is the field that concerns business operations around an artsorganization. Arts administrators are responsible for facilitating the day-to-day operations of the organization and fulfilling its mission. The duties of an arts administrator can include staff management, marketing, budget management, public relations, fundraising, program development and evaluation, and board relations.[2]
An internship is a temporary position with an emphasis on on-the-job training rather than merely employment, and it can be paid or unpaid. If you want to go into publishing, you might have to take an internshipbefore you are qualified for an actual job.
Running Head: Best Practices in Team Interactions 1
Best Practices for Team Interactions
MHA5012- Org Leadership & Governance
Amar Galco
Capella University
Darleen Barnard
Best Practices in Team Interactions
Abstract
Why we have teams who are successful and others being unsuccessful? What real criteria or attributes are required for success? So contemporary teaching as well learning practice, including training over the years in higher education institutions has promoted great learning and individuals making use of the provided guidance have shown collaboration and achieved team success. This has thus promoted the requirement for identifying critical attributes needed for building successful teamwork.
This paper states examples of individuals who worked for identifying basic principles and set expectations for promoting coordinated contributions among various participants during the care process. It is therefore intended to provide the common reference points for guiding coordinated collaboration among the health professionals as well as patients and their families, helping to accelerate the inter-professional team-oriented care.
Teams in the health care take many roles, for example, we have disaster response teams along with teams that perform emergency operations as well as hospital teams providing care to acutely ill patients and the teams that care for people staying at home and also comprising of office-based care teams, teams centered to one clinician and patient, geographically disparate teams that tend to care for ambulatory patients and the teams that comprise of the patient and their loved ones along with the coordination of various supporting health professionals. Teams in health care therefore comprise to be large or small or are centralized or even dispersed as well as virtual or face-to-face depending on the tasks assigned. (Grumbach K, Bodenheimer, 2004).
Evolution of teams in health care
Health care is usually not recognized as being a team sport but it certainly needs to be. In the past individuals were cared for the one all-knowing doctor who basically lived within their community and used to visit their home and was also available during th ...
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,.
Running Head CASE STUDY 1 ARE OUR CUSTOMER LIAISONS HELPING OR.docxhealdkathaleen
Running Head: CASE STUDY 1: ARE OUR CUSTOMER LIAISONS HELPING OR HURTING? 1
CASE STUDY 1: ARE OUR CUSTOMER LIAISONS HELPING OR HURTING? 6
Case Study 1: Are Our Customer Liaisons Helping or Hurting?
Student Name
Institutional Affiliation
Instructor’s Name
Case Study 1: Are Our Customer Liaisons Helping or Hurting?
Introduction
In any hospital setting, Patient Care Executives usually are charged with the responsibility of ensuring that patients receive high-quality healthcare. At Holy Cross hospital, this position is created to give the executives an opportunity of managing the patients and allow doctors to focus on treating the patients. This is intended to make the functions of the facility much smoother. Initially, a lot of work was being put on the physicians, leaving them with too little time to attend to the patients and offer the quality of care that is required.
Recently, however, physicians have been complaining that the Patient Care Executives do not perform their duties as expected. As earlier mentioned, the position was created in this facility to ensure that patients are well-taken care of and other management functions are also handled effectively. Generally, it was meant to ensure smooth management of the healthcare organization and provide a smooth system and relationship between the PCEs and the healthcare providers. As an administrator, it is essential to work closely with HR to ensure that qualified and competent candidates are hired in this position to avoid future concerns from the physicians. As a result, a regular evaluation is required to identify the factors that affect the functioning of Holy Cross Medical Center.
External Environmental Forces
Various external factors affect the operation of Holy Cross Medical Center. Some of the major external forces include competition and patient outcomes. It is important to note that like any hospital, the patient outcome reflects the image of the organization to the public and clients typically. It is an advantage that in recent years, patient satisfaction has improved. This must be maintained or even further enhanced. Patient outcome is one of the factors that affect the organization because it plays a crucial role in determining patient retention and can improve the image of Holy Cross in public, consequently affecting its competitive advantage in the healthcare market. This means that if the PCEs and the healthcare providers are capable of working closely and collaboratively, they can improve patient outcomes and satisfaction within Holy Cross and bring success to the organization (Ginter, Duncan & Swayne, 2013).
Another external factor affecting the operations of the Holy Cross is competition. It is noted that the organization is surrounded by various healthcare organizations, both public and private, with relatively better facilities. Holy Cross is expected to compete with such organizations by offering better quality care. Competition, in this ca ...
3 Strategies for Maximizing Service Line Efficiency, Quality and ProfitabilityWellbe
Maximizing service line efficiency, quality and profitability is a hot topic, particularly with rising patient care demands, changing reimbursement models, and estimated physician shortfalls. This webinar takes a look at three solutions beginning in the operating room and expanding to the entire patient care journey.
1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
• Identify key operational and clinical indicators of orthopedic service line efficiency
• Describe how Surgical First Assists can add value in the OR
• List the steps in developing and/or evaluating or building an orthopedic service line
• Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
About the Speaker:
Miki Patterson, PHD ONP, Senior Director of Orthopedics in Intelligent CareDesign at Intralign
Dr. Patterson is a certified orthopedic nurse practitioner and brings over 25 years of clinical experience in healthcare, consulting, direct advanced orthopedic patient care, teaching, NIH level, qualitative and quantitative research and publishing. She is a past president of the National Association of Orthopedic Nurses (NAON) and continues to be nationally recognized for leadership and advancing orthopedic care.
Quality management in nursing professionSANJAY SIR
Quality improvement requires in any field to provide best services to the community in the health care system. it is uploaded to aware the the paramedics & nursing personnel to improve the quality care & helps educators to teach their students.
2. Discharge summaries consists of an accurate
accounting of patient care in the cardiology
department.
Accurate information is in the best interest of
both the patient and the cardiology
department and insures the best outcome for
the patient.
The current system of entering discharge
summaries is inefficient, time consuming and
requires rework because of omissions,
miscommunication and errors.
3. Consultant
Physicians
Cardiology
Services RN
Order Medications
Do Admissions and Discharges
Order
Procedures
Order
Procedures
Ownership for a dynamic and
variable dismissal summary is
assumed to belong ONLY to
Cardiology Services RN team
member.
Mid level Certified
Nurse Practitioner
Discharge
Summary
4. Top down flow model limits efficiency and
accuracy.
Dynamic and variable environment of patient
care over time can not be fully tracked by a
single member of the cardiology team.
Creates a finger pointing culture.
Leads to job dissatisfaction for Cardiology
Services RN and demoralization.
Leads to anti-teamwork attitudes.
5. Discharge
Summary
Consultant
(Physician)
Mid Level Certified
(Nurse Practitioner)
Cardiology
Service RN
Assumed ownership for a dynamic
and variable patient care discharge
summary belongs to all team
members
Order Medications
Admissions & Dismissals
Order Procedures Order Procedures
6. Shared responsibility for discharge summary
by entire team ensures the most accurate
accounting of patient care over time.
Shared responsibility eliminates the finger
pointing culture since each team member is
responsible and equally accountable.
Team member fixes the discharge summary
instead of looking for someone to blame
since every team member is equally
responsible and accountable.
7. Takes from an individual approach to a team
building approach.
Helps to incorporate diversity changing
issues to everyone on the team.
Shows an environment of respect and
learning from different learning and action
(execution) styles.
Helps everyone to be part of the team and
lead others to follow in your example.
8. Organizations in history and currently have
found that only through work teams can they
execute newly adopted strategies stressing
better quality, innovation, cost control, or
speed of service given.
Members from diverse backgrounds MUST
LEARN to work productively together.
9. Coordinating team talents to work together to
develop a better dismissal summary, and
better patient services more efficiently is a
difficult, yet essential, aspect of business
strategy and so you can achieve all that your
job expects of you.
RAISE THE STANDARD OF YOUR CARE !!!!!!!!
10.
11. Cascio, W.F. (2010). Managing human
resources: Productivity, quality of work life,
profits (8th ed.) New York, NY: McGraw-
Hill/Irwin
Consultant: Julia L. Bentley, RN, BSN
Editor's Notes
This consultation meeting with the department heads will bring to light the weakness of the team working together associated with the Dismissal Summary given to the follow up provider, and the Cardiology Department that is kept on file with the patient record. The Human Resource Management team is needed to facilitate collaboration, team work and additional training, and making this working environment more productive for all of the team involved. It is my wish as your consultant brought in to facilitate and present this information, and encourage making the current working environment one of productivity and efficiency so the organizational mission statement can be accomplished which is “The Needs of the Patient Come First”. As we look at this together as a team, I hope that you will use this tool for training and teaching purposes as new employees are hired, and continue in the Cardiology Department for this organization. Now, let us look at this together. Are you ready to proceed!!!!! (Make emphasis here).
Explanation for the new team members of the different departments - Cardiologists, Nurse Practitioners, Registered Nurses, Unit Secretaries of the weakness in the department and lack of team culture.
With the current Model for Patient Care Dismissal Summaries there is a Cardiology Service Team assigned from Card 1 through Card 6 Hospital Service at admission. The Consultant Cardiology Physician is the head of the team and directs care of that admission patient. The Cardiology Consultant assigned to that Cardiology Service for that day works with the Cardiology Team and other Departments from admission through the emergency department into the Card Service that will cover the patient all through the hospitalization. The Certified Nurse Practitioners also work in this role as care providers. On the job description sheet when the Cardiology Hospital Service Registered Nurse is hired she is told to initiate the dismissal summary, (or start it) with updates as needed. The current model that the whole dismissal summary process is her/his responsibility is something that has occurred from the Mid Level Nurse Practioners day to day practice with no explanation for why it has become an individual approach versus a team approach. The reason that this should not be and continues to raise questions as an issue is that the Cardiology Service RN goes home at 4:30 pm at night, and admissions continue to come from the emergency department with tests ordered that she/he is not aware of. At dismissal all that the Cardiology consultant does is sign, and dictates what is supposed to go into the summary at his opinion or reflection about the current care executed. No clarification is made whether the Cardiology Hospital Service RN is hearing, understanding, etc., which sets everyone up for failure, mistakes, misunderstandings, and diversity being misunderstood between the caregivers, patients receiving care, and follow up physicians for continued health improvement for all involved with the care.
Read these during the presentation. You will find resistance during the teaching presentation. Encourage the meeting participants to take notes. At end of presentation there will be time for questions.
Shows how the Cardiology Hospital Service Team should work together to promote team culture. The impact of teaching a team culture and diversity of information coming from all of the hospital service team promotes an honest picture of what is happening currently, what happened yesterday, and what the desired outcome for the patient will be. Communication to other team members is to be encouraged, and a sheet recording who reported to should be put on the department doors with date, time, and signature of reportee and person receiving report, so communication does not fall through the cracks for any patient admitted into the facility in the Cardiology Hospital Service. Instruct them to initiate a time frame for initiating the report sheet, and who will manage and keep track of it. Report on this, and show during the monthly staff meetings, and between departments stressing the importance of the missed information in the past, and how you are managing currently and in the future.
Now, let’s look at the Effective and Efficient Dismissal Summary Model Advantages and how it will help to make a more Team Culture Practice in the future.
This is explained by reading the slide so they will know about the Team culture and management style.
Read slide during presentation. Emphasize “Must Learn”.
Read the slide, and then open the floor for questions.
Let the group see the references at the end of the question and answer time.
