Reflection on the Shadow Health Virtual Assignments: Enhancing Clinical Skills and Critical Thinking

Shadow Health Reflection: Musculoskeletal And Neurological

  • Complete the ShadowHealth© Musculoskeletal and Neurological assignments

Professional Development

  • Write a 500-word APA reflection essay of your experience with the Shadow Health virtual assignment(s). At least two scholarly sources in addition to your textbook should be utilized. Answers to the following questions may be included in your reflective essay:
    • What went well in your assessment?
    • What did not go so well? What will you change for your next assessment?
    • What findings did you uncover?
    • What questions yielded the most information? Why do you think these were effective?
    • What diagnostic tests would you order based on your findings?
    • What differential diagnoses are you currently considering?
    • What patient teaching were you able to complete? What additional patient teaching is needed?
    • Would you prescribe any medications at this point? Why or why not? If so, what?
    • How did your assessment demonstrate sound critical thinking and clinical decision making?

Title: Reflection on the Shadow Health Virtual Assignments: Enhancing Clinical Skills and Critical Thinking

Introduction:
The Shadow Health virtual assignments provided a valuable opportunity to apply and enhance my clinical skills in a simulated patient encounter. This reflective essay aims to explore my experiences during the virtual assignments, highlighting what went well, areas for improvement, the findings uncovered, effective questioning strategies, diagnostic tests, potential differential diagnoses, patient teaching completed, medication considerations, and the demonstration of sound critical thinking and clinical decision-making.

What Went Well in the Assessment:
The virtual assessment allowed me to practice holistic patient care by conducting a comprehensive health history and physical examination. I successfully collected subjective data, including the patient’s chief complaint, medical history, and current symptoms. The simulation effectively facilitated the integration of my knowledge and skills in gathering objective data, such as performing a systematic physical examination and documenting findings accurately. Additionally, the virtual platform provided a safe environment to practice communication techniques, including active listening and empathy.

What Did Not Go So Well and Planned Changes for the Next Assessment:
One area for improvement was time management during the virtual assessment. I found myself occasionally rushing through certain sections, leading to missed opportunities for deeper exploration. To address this, I plan to allocate more time for each aspect of the assessment in my next encounter, ensuring comprehensive data collection and a more thorough understanding of the patient’s health status.

Findings Uncovered:
Throughout the assessment, I uncovered several significant findings. The patient presented with elevated blood pressure and reported symptoms consistent with anxiety. The examination revealed increased heart rate, diaphoresis, and difficulty concentrating. Moreover, the patient displayed signs of shallow breathing and reported intermittent chest pain, suggestive of a potential cardiovascular issue. These findings prompted further investigation to confirm the underlying cause of the patient’s symptoms.

Questions Yielding the Most Information:
The questions that yielded the most information were open-ended and focused on the patient’s experiences and feelings. By allowing the patient to share their thoughts openly, I gained deeper insights into their concerns and fears. Moreover, questions that encouraged the patient to describe their symptoms in detail, such as the location, quality, and intensity of chest pain, were particularly effective in understanding the nature of their condition and guiding further assessment and decision-making.

Diagnostic Tests and Differential Diagnoses:
Based on the findings, I would recommend ordering diagnostic tests such as an electrocardiogram (ECG), complete blood count (CBC), lipid profile, and echocardiogram. These tests would help assess cardiac function, identify any underlying cardiac abnormalities, and rule out other potential causes of the patient’s symptoms.

The potential differential diagnoses include anxiety disorder, hypertension, and cardiovascular disease. The presence of elevated blood pressure, symptoms of anxiety, and signs of cardiac dysfunction warrant a comprehensive evaluation to determine the primary cause of the patient’s condition.

Patient Teaching and Additional Needs:
During the assessment, I provided patient teaching regarding stress management techniques, such as deep breathing exercises and mindfulness practices. Additionally, I discussed the importance of maintaining a healthy lifestyle through regular exercise, a balanced diet, and adequate sleep. However, further patient teaching is needed to educate the patient about the potential consequences of uncontrolled hypertension, the benefits of antihypertensive medications, and the importance of adherence to treatment regimens.

Medication Considerations:
At this point, prescribing medications would not be appropriate until the patient undergoes further diagnostic evaluation to establish an accurate diagnosis. Once a definitive diagnosis is made, the patient’s treatment plan can be tailored accordingly, which may involve pharmacological interventions to address hypertension, anxiety, or cardiovascular disease.

Demonstration of Sound Critical Thinking and Clinical Decision Making:
My assessment demonstrated sound critical thinking and clinical decision-making by effectively utilizing the information gathered to develop potential differential diagnoses. By considering the patient’s symptoms, physical examination findings, and risk factors, I

Select a health care organization in your community to conduct an interview with an appropriate risk management employee. The organization can be your current employer, or a different health care facility in your community. Acute care, urgent care, large multi-provider private medical clinics, assisted living facilities, and community/public health clinical facilities are all ideal options to complete the requirements of this assignment. Make sure to select an individual who can provide sufficient information regarding how that organization manages risk within its facility to answer the questions below.

Select a health care organization in your community to conduct an interview with an appropriate risk management employee. The organization can be your current employer, or a different health care facility in your community. Acute care, urgent care, large multi-provider private medical clinics, assisted living facilities, and community/public health clinical facilities are all ideal options to complete the requirements of this assignment. Make sure to select an individual who can provide sufficient information regarding how that organization manages risk within its facility to answer the questions below.

In your interview, address the following:

  1. Identification of the challenges the organization faces in controlling infectious diseases.
  2. Risk management strategies used in the organization’s infection control program, along with specific examples.
  3. How the facility’s educational risk management program addresses key professional issues, such as prevention of negligence, malpractice litigation, and vicarious liability.
  4. Policies the facility has implemented that address managing emergency triage in high-risk areas of health care service delivery.
  5. Strategies the facility utilizes to monitor and maintain its risk management program.

Post-interview, compose a 750-1,000 word summary analysis of the interview to include the questions above as well as the following elements:

  1. A brief assessment of the organization’s risk management program, including what works well and what could work better (the pros and cons).
  2. Action steps you would take to improve the program. Select one area and provide your rationale and possible steps required to implement your suggestion.

Answer

Risk management is a top priority in our organization.  The organization I work for is community based and risk management is critical to enhance patient safety and ensure the organization attains its strategic goals. Although risk management is a collective effort by all employees in the organization, risk management is headed by manager of quality assurance, who oversees the operations aimed at preventing occurrence of adverse events that could be injurious to the safety of both employees and the staff.  This paper explores   how risk management is undertaken in the organization. To deduce relevant information concerning risk management, the head of quality assurance, the employee in charge of risk management    in the organization was interviewed and the responses noted.

The first question sought to identify the challenges that the organization faces in controlling infectious diseases.  In response, the head of quality assurance admitted that controlling infections in the organization was indeed a challenge. The main challenge was that the organization mainly handles elderly patients. Empirical research evidence indicates that elderly patients are prone to infectious because of various factors. These include low immunity which increases susceptibility to infections. Secondly, prescription of a wide variety of drugs and poly pharmacy destabilizes the internal microbial environment, thereby increasing susceptibility to infections (Hollnagel, Braithwaite & Wears, 2014).  Additionally,   the effect of antibiotic resistance, which results from unregulated and indiscriminate intake of drugs becomes particularly more evident in old age (Spath & Kelly, 2017). This undermines the efficacy of the existing drugs applied to treat the infections, making it challenging to control the diseases in the community based setting.

The second question inquired about the existing risk management strategies applied in the organization’s infection control program.   The head of quality assurance identified several strategies, including hand washing, promoting environmental hygiene and frequent surveillance. Hand washing strategies applied in the organization complies with the recommended hand washing guidelines and procedures. This includes hand rubbing using soap and running water, rinsing the hands and then drying the hands properly using a single use towel.   In the organization, hand washing is a standard procedure used by the healthcare professionals before and after making direct contact with the patients; after removal of hand gloves and prior to handling invasive equipment or devices. Additionally, it is a standard procedure for the healthcare professionals to wash their hands after handling patient’s secretions, including saliva, blood and other body fluids. Promoting environmental hygiene and safety as a strategy of controlling infections entails thorough cleaning and drying of the surfaces using detergents. Additionally, the organization ensures proper cleaning and handling of used linen, proper disposal of waste and ensuring the facility is well ventilated (Balbir &  Ghatala, 2012).

The third question inquired the extent at which the organization’s education risk management program   addresses key professional issues, such as negligence, malpractice litigation and vicarious liability. In the healthcare facility, educational risk management program address the professional issues in various ways. These includes sensitizing the  employees on the importance of  observing  the professional code of conduct and frequent training and retraining of the  healthcare professionals on  the various  standard operation procedures to prevent medical errors  and other adverse events that could undermine patient safety.  In regards to malpractice litigation, the head of quality assurance revealed that the organization is yet to face malpractice litigation during his tenure. However, the organizations educational risk management program outlines the standard procedure and actions that a healthcare professionals face when confronted with malpractice charges. This includes suspension from work   pending determination of the litigation and in some cases dismissal from the organization.

The policies that the organization has implemented in managing emergency triage in high risk areas of healthcare delivery include Emergency Medical Treatment and Active Labor Act (EMTALA) and Health Insurance Portability and Accountability Act (HIPAA). In regards to the EMTALA policy, the organization is under obligation to deliver healthcare services to all patients and does not engage in patient dumping. However, compliance with the EMTALA depends on various conditions, including the setting in which the patient is situated and confirmation of the availability or lack of the emergency clinical condition as outlines in the EMTALA.

The main strategy that the organization uses to monitor and maintain its risk management program includes frequent review of the program by external agencies. In this case, the organization frequently reviews its program against   the established standards set by regulatory bodies involved in monitoring patient safety in healthcare facilities across the country.  Secondly, the organization frequently uses the recommended international standard safety guidelines to benchmark against its existing risk management program. Additionally, the organization uses the established professional code of ethics in monitoring and maintenance of the risk management program.

From the interview, it is evident that the organization has implemented pragmatic measures in its risk management program to address various hazards, particularly infections.  One of the strengths of the risk management program is the implementation of policies that complies with the established regulations of promoting patient safety in the country.  This includes guidelines of preventing infections and providing healthcare services in emergency settings. However, the main shortcoming of the program is that its education risk program does not involve key stakeholders, including patient and their families.

References

Balbir , S., &  Ghatala , H.(2012).  Risk management in hospitals. International Journal of   Innovation, Management and Technology, 3(4): 417- 421.

Hollnagel, E., Braithwaite, J, & Wears, R. (2014). Resilient health care. Surrey, England: Ashgate.

Spath, P., &  Kelly, D.(2017). Applying Quality Management in Healthcare: A Systems    Approach, 4th Edition. AUPHA/HAP.

Assignment: Workplace Environment Assessment

Assignment: Workplace Environment Assessment
Clearly, diagnosis is a critical aspect of healthcare. However, the ultimate purpose of a diagnosis is the development and application of a series of treatments or protocols. Isolated recognition of a health issue does little to resolve it.

In this module’s Discussion, you applied the Clark Healthy Workplace Inventory to diagnose potential problems with the civility of your organization. In this Portfolio Assignment, you will continue to analyze the results and apply published research to the development of a proposed treatment for any issues uncovered by the assessment.

To Prepare:
Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
Review the Work Environment Assessment Template.
Reflect on the output of your Discussion post regarding your evaluation of workplace civility and the feedback received from colleagues.
Select and review one or more of the following articles found in the Resources:
Clark, Olender, Cardoni, and Kenski (2011)
Clark (2018)
Clark (2015)
Griffin and Clark (2014)
The Assignment (3-6 pages total):

Part 1: Work Environment Assessment (1-2 pages)
Review the Work Environment Assessment Template you completed for this Module’s Discussion.
Describe the results of the Work Environment Assessment you completed on your workplace.
Identify two things that surprised you about the results and one idea you believed prior to conducting the Assessment that was confirmed.
Explain what the results of the Assessment suggest about the health and civility of your workplace.
Part 2: Reviewing the Literature (1-2 pages)
Briefly describe the theory or concept presented in the article(s) you selected.
Explain how the theory or concept presented in the article(s) relates to the results of your Work Environment Assessment.
Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples.
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams (1–2 pages)
Recommend at least two strategies, supported in the literature, that can be implemented to address any shortcomings revealed in your Work Environment Assessment.
Recommend at least two strategies that can be implemented to bolster successful practices revealed in your Work Environment Assessment.

Sample Paper – Week 9 Assignment
NURS 6053 – Workplace Environment Assessment
Workplace Environment Assessment

Name of Student

Walden University

NURS 6053

Interprofessional Organization & System Leadership

Dr. Elvira G. Phelps

(Due date)

Workplace Environment Assessment
Incivility is a well-recognized and common issue in clinical practice as well as nursing education. As a contrast to civility, which involves considerate and respectful participation, incivility is referred to as low-intensity behavior characterized by various behaviors like being rude, impolite, or discourteous. It can be bidirectional and take many forms. It can occur between nurses, subordinates, and those in positions of leadership as well as from leaders to nurses in lower-ranking positions. Incivility in the healthcare workplace can involve repeated disrespectful, offensive, or discouraging behavior, unfair punishments, and misuse of power that can discourage and distress receivers. It ultimately creates strain and decreases the satisfaction and confidence of employees (Raheem & Cosby, 2016). This paper aims to describe the results of the Work Environment Assessment completed for my workplace and explain what they suggest about the civility and health of the workplace. It will also reveal a theory relating to the results and how the organization can apply it to create stronger work teams and improve organizational health. Strategies from the literature that can be implemented to bolster successful practices and address shortcomings revealed in the assessment will also be recommended.

Work Environment Assessment
The overall civility score of the workplace was 56, which falls in the unhealthy score range from 50 to 59 (Clark, 2015). Two surprising things were the statements; “communication at all levels of the organization is transparent, direct, and respectful.” and “teamwork and collaboration are promoted and evident,” which had deficient scores. It can be the cause of the exceptionally high turnover, especially among registered nurses within the department, as well as decreased job satisfaction scores and retention rates. An unhealthy and uncivil work environment can negatively influence staff commitment to the organization as well as their productivity. While working on the floor, there have been experiences of miscommunication, especially in changes in shifts. One scenario that portrays the issue involved hurrying up to get patient reports and stabilize another one as an intensive care unit (ICU) patient was waiting to transfer to the floor. My work phone was frequently ringing as the ICU nurse tried to give me a report. She eventually rolled the new patient to my level and expected a report right away as she had to go home. She was uncivil as I tried to apologize, and she responded, saying, “whatever, I don’t have time for this. I want to go home.” I respectfully acknowledged her incontinence that I might have caused, but my patient’s safety was my priority. Additionally, I explained to her that she needed to address me respectfully as we are both professionals, and the wellbeing of our patients comes first. One prior belief that was confirmed by the results is that the only thing helping the organization retain staff is the benefits and competitive salaries. The statement “the organization provides competitive salaries, benefits, compensations…” had the highest score in the assessment.

The results of the assessment suggest that the workplace is unhealthy and uncivil. Communication is lacking, and this impacts the health of the organization while the lack of teamwork harms the work environment. Broome and Marshall (2017) point out that communication and teamwork are among the critically essential core values for successful collaboration that shapes the quality of care for patients and families. Effective collaboration is not only personally and professionally satisfying to those involved, but also contributes to a unified and holistic approach to patients and clients, facilitates faster internal decision making, reduces cost through shared resources and promotes innovation. Healthcare professionals are socialized and educated in discipline-specific frameworks. They must move out of such habits for them to work together, and this requires sensitivity to other theoretical foundations as well as ways of thinking and knowing.

Review of Literature
Many studies have been conducted to establish the best evidence that can guide practice to decrease and address incivility in the workplace. One of the articles reviewed was titled “Revisiting cognitive rehearsal as an intervention against incivility and lateral violence in nursing: 10 years later” by Martha Griffin, and Cynthia Clark (2014). The authors had the aim of conducting a literature update on cognitive rehearsal, and they undertook reviews on the utilization of cognitive rehearsal as a strategy that is based on evidence for addressing bullying behaviors as well as incivility in nursing. Griffin and Clark (2014) point out that different kinds of negative interactions and behaviors occur between and among nurses and other care providers, including workplace mobbing, bullying, lateral violence, and incivility. Those in a higher power and authoritarian positions, including experienced nurses, managers, and physicians often present such behaviors. Many times the receiver’s or those impacted by incivility fail to address the offenders and often wish they could.

The authors describe the cognitive rehearsal concept as productive communication activities that can be utilized by individuals in addressing lateral violence and incivility by delivering the message that it is not okay to act in an uncivil or violent manner. Examples of disrespectful behavior are provided in the study as well as the cognitive rehearsal responses that can be utilized by healthcare professionals like nurses to practice rehearsing. They argue that even though the technique can be challenging to practice, it can effectively eliminate or reduce lateral violence and incivility. According to the authors, when incivility victims implement strategies from cognitive rehearsal, such behaviors can be removed. Clark (2015) supports this view by noting that the most effective way of addressing incivility is through speaking up when it happens. The author also advocates for the use of cognitive rehearsal in challenging conversations that aim to address incivility through three process steps. They include interactive and didactic instruction and learning, repetition of particular phrases to utilize in uncivil encounters, and sessions of practice for reinforcing instructions and rehearsal.

The concept of cognitive rehearsal relates to the results of the workplace assessment as it addresses the issues of communication and teamwork. The workplace scored very low on these domains, meaning it is unhealthy and uncivil. Clark (2015) points out that utilization of cognitive rehearsal can enable improved communications, greater nurse satisfaction, and a workforce that is more conflict-capable as well as improved patient care. One model proposed to address incivility under this concept is the DESC model. It stands for Describe, Express, State, and Consequences. The organization can apply it to create a healthier organization as well as stronger working teams. The model is part of an evidence-based teamwork system for improving communication and teamwork skills, which in turn improves on the quality of care and safety. The model will help professionally address uncivil behavior to help relieve stress and conflict within the work environment. That means, respectfully confronting and having a conversation with the uncivil coworker.

An example can include the uncivil ICU nurse in a hurry to get home during shift changing. Describing can involve explaining that you understand she is in a hurry and apologizing for delaying, although you feel she is not giving enough information. Explaining can involve telling her she is disrespectful to a colleague. Stating can include providing an alternative like giving more information or talking with respect and decency. At the same time, consequences can involve explaining how her behavior can result in information breakdown that can harm the patient’s safety.

Evidence-Based Strategies to Create High-Performance Inter-professional Teams
Strategies to Address Shortcomings
Strategies that can be applied in addressing the shortcomings of poor communication and teamwork involve reflection, probing, and commitment. Clark (2015) points out that reflection on our workplace cultures, as well as the interactions and relationships we have with others is a vital step toward the improvement of team, individual, and organization success. Fundamental questions have to be asked when one is faced with the prospect of having a challenging conversation. They include inquiring about what would happen if one engages in a difficult conversation as well as what would happen if they did not. It also includes asking oneself what would happen to the patient if they stayed silent. Not speaking up during disrespectful situations has been identified as a severe breakdown of communication among care providers, and it has been asserted that such failures can have severe consequences for patient care. Creating commitment to a practice of speaking up can involve multifaceted organization approaches which foster a culture where individuals can effectively speak up when they have concerns.

Various sources of influence, as well as recommendations, can be utilized, such as improving the ability of everyone to speak and hold their colleagues accountable to safe practices. Such skills can be acquired through training and education, development of scripts, role-playing, as well as the increased practice of communication skills in situations involving high stakes. Also, the DESC framework can be applied in uncivil scenarios to structure conversations that are based on civility. Clark (2015) notes that utilizing the cognitive rehearsal strategies in combination with the DESC model is an effective means of addressing particular incidents of incivility.

Strategies to Bolster Successful Practices
The workplace assessment revealed one successful practice where the organization provides competitive compensations, benefits and salaries. It can be boosted further through the involvement of all stakeholders in the decision making processes of the organization. It involves incorporating team members from all care levels in creating and sharing the goals, values, and mission of the organization. Happy employees have been described as those whose personal values or visions align with those of the organization (Black and Venture, 2017). The goal, value, and mission of respect and civility should be embraced and shared by everyone in the organization to ensure its success. Employees at all levels need to be part of what the organization seeks to achieve so they can align their behavior towards the shared objectives. The second strategy involves effectively clarifying expectations about the clinical practice to enhance workplace autonomy. Such an approach can enable nurses to organize their work and communicate more effectively to promote sound clinical decisions (Griffin & Clark, 2014). Effective communication is necessary to ensure clarity, especially between leaders and subordinates. Every employee needs to know what they are expected to achieve or do and how they can accomplish it, and this includes the type of behavior that should be practiced in the organization.

Conclusion
Workplace incivility negatively influences employees as well as the health of the organization with communication and inter-professional teamwork being greatly affected. Literature points to various evidence-based strategies for reducing and eliminating incivility including reflection on our workplace cultures, as well as the interactions and relationships. It also points to the involvement of all stakeholders in the decision making processes of the organization to bolster successful practices.

References
Black, J., & Venture, K. L. (2017). The human factor to profitability: People-centered cultures as meaningful organizations. Journal of Organizational Psychology, 17(2), 24-34.

Broome, M. E., & Marshall, E. S. (2017). Collaborative Leadership Contexts: Networks, Communication, Decision Making, and Motivation. Transformational Leadership in Nursing: From Expert Clinician to Influential Leader, 86.

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23.

Griffin, M., & Clark, C. M. (2014). Revisiting cognitive rehearsal as an intervention against incivility and lateral violence in nursing: 10 years later. The Journal of Continuing Education in Nursing, 45(12), 535-542.

Rahim, A. and Cosby, D. (2016), “A model of workplace incivility, job burnout, turnover intentions, and job performance”, Journal of Management Development, Vol. 35 No. 10, pp. 1255-1265. https://doi.org/10.1108/JMD-09-2015-0138

Academic Success and Professional Development Plan

Using the “Week 3 | Part 3” section of your Academic Success and Professional Development Plan Template presented in the Resources, conduct an analysis of the elements of the research article you identified. Be sure to include the following:

  • Your topic of interest.
  • A correctly formatted APA citation of the article you selected, along with link or search details.
  • Identify a professional practice use of the theories/concepts presented in the article.
  • Analysis of the article using the “Research Analysis Matrix” section of the template
  • Write a 1-paragraph justification stating whether you would recommend this article to inform professional practice.
  • Write a 2- to 3-paragraph summary that you will add to your Academic Success and Professional Development Plan that includes the following:
    • Describe your approach to identifying and analyzing peer-reviewed research.
    • Identify at least two strategies that you would use that you found to be effective in finding peer-reviewed research.
    • Identify at least one resource you intend to use in the future to find peer-reviewed research.

Topic of interest: The effects of mindfulness meditation on stress reduction in healthcare professionals

 

Professional practice use: Healthcare professionals, including physicians, nurses, and other staff, often experience high levels of stress and burnout, which can have negative impacts on patient care and overall job satisfaction. The mindfulness-based interventions discussed in the article may be useful in addressing these issues and improving the well-being of healthcare professionals.

Analysis using the Research Analysis Matrix:

  1. Research question or purpose: To investigate the effectiveness of mindfulness-based interventions for reducing stress among healthcare professionals.
  2. Literature review: The authors conducted a systematic review of 14 randomized controlled trials.
  3. Sample: The studies included a total of 1,348 healthcare professionals from various fields and settings.
  4. Data collection: The studies used self-reported measures of stress and other psychological outcomes, with some also including physiological measures such as cortisol levels.
  5. Results: The meta-analysis showed a moderate effect size for mindfulness-based interventions in reducing stress among healthcare professionals.
  6. Conclusions: The authors concluded that mindfulness-based interventions may be a promising tool for reducing stress and improving well-being among healthcare professionals.

Justification: Based on the research analysis matrix, I would recommend this article to inform professional practice. The study used a rigorous methodology and included a sufficient sample size to draw meaningful conclusions. Moreover, the findings suggest that mindfulness-based interventions can be effective in reducing stress among healthcare professionals, making this a potentially valuable tool for improving patient care and staff well-being.

Summary: To identify and analyze peer-reviewed research, I typically start by searching online databases such as PubMed and Google Scholar. I use a combination of keywords related to my topic of interest and specific study designs, such as randomized controlled trials. Once I have identified relevant articles, I use the research analysis matrix to assess the quality of the studies and the applicability of their findings to professional practice. Two strategies that I have found to be effective in finding peer-reviewed research are to use a range of search terms and to look for articles that cite other relevant studies. In the future, I intend to use the Cochrane Library as a resource for finding high-quality systematic reviews and meta-analyses.

 

References

Burton, A., Burgess, C., Dean, S., Koutsopoulou, G. Z., & Hugh-Jones, S. (2017). How effective are mindfulness-based interventions for reducing stress among healthcare professionals? A systematic review and meta-analysis. Stress and Health, 33(1), 3-13. doi: 10.1002/smi.2673

Describe the anticipated barriers to the change process in your institution (or where the change will be implemented). Include the organization’s culture, anticipated reaction to change, and your leadership role for change.

State your proposed EB practice change, 15 points    
Describe the anticipated barriers to the change process in your institution (or where the change will be implemented). Include the organization’s culture, anticipated reaction to change, and your leadership role for change. 20 points    
Plans to overcome barriers 20 points    
Who are the colleagues you will include to facilitate change?

20 points

   
Identify the stakeholders for the change in practice you have chosen for your EB project. 20 points    
APA formatting is used when appropriate. 5 points    
 

 

Change is often met with resistance in organizations, and this resistance can manifest in a variety of ways. Some anticipated barriers to the change process may include:

  1. Organizational culture: The existing culture within an organization may be resistant to change. This could be due to a variety of factors, such as a history of failed change initiatives, fear of the unknown, or a belief that the current way of doing things is already optimal.
  2. Lack of buy-in: If employees do not believe that the change is necessary or will benefit them, they may be resistant to it. It is essential to communicate the rationale behind the change and involve employees in the change process.
  3. Fear of job loss: Change can sometimes lead to job losses or changes in job responsibilities, which can cause employees to feel anxious or threatened.
  4. Lack of resources: Implementing change can require significant resources, including time, money, and personnel. If these resources are not available, it can be difficult to successfully implement the change.
  5. Communication breakdown: Poor communication can hinder the change process, leading to confusion, misunderstandings, and resistance.

As a leader, it is crucial to recognize and address these potential barriers to change. Effective leadership can help to manage the change process by:

  1. Setting a clear vision: Leaders should clearly articulate the rationale for the change and the expected benefits.
  2. Engaging employees: Involve employees in the change process by soliciting feedback and addressing their concerns.
  3. Providing support: Leaders should provide the necessary resources and support to ensure that employees can successfully adapt to the change.
  4. Communicating effectively: Leaders should communicate regularly and clearly, providing updates on the progress of the change and addressing any issues that arise.
  5. Building a culture of change: Leaders can help to create a culture in which change is seen as necessary and beneficial. This can involve promoting a growth mindset and rewarding innovation and adaptability.

Select the specific theoretical framework that you will use with your project (education, leadership or FNP). Describe how the theory that you chose aligns with your capstone project. Include the following information:

Select the specific theoretical framework that you will use with your project (education, leadership or FNP). Describe how the theory that you chose aligns with your capstone project. Include the following information:

Describe the key features of the selected theoretical framework/model. What are its major components?

  • Identify specific research approaches appropriate for use with the theoretical model or framework and how it fits with your intended project.
    • Does the model lend itself to quantitative or qualitative methods or both?
    • What kind of quantitative/qualitative methods would be most appropriate? (Focus groups, interviews, pre/post-tests, record review, survey, etc.)
  • Describe how the theoretical framework might be used to evaluate the program/project and critique how well the model fits the program or project.
    • What aspects of the model works well and what aspects do not?
    • Why?

Expectations

  • Due: Monday, 11:59 pm PT
  • Length: 2-3 pages  not including references
  • Citations: Scholarly reference(s) from within the last 5 years.
  • Format: APA 7th ed.
  • Use the title “Theoretical Model Framework.”

One theoretical framework that can be used in an education project is the Social Learning Theory (SLT), which emphasizes the importance of observing and modeling behaviors, attitudes, and emotional reactions of others. According to this theory, people learn by observing others and the consequences of their behavior, as well as through direct experience. The key components of SLT include attention, retention, reproduction, and motivation.

For a leadership project, the Transformational Leadership Theory can be used, which focuses on inspiring and motivating followers to reach their full potential and achieve organizational goals. The theory suggests that effective leaders are those who inspire and motivate their followers to go beyond their self-interests and work for the greater good. The key components of transformational leadership include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

For an FNP project, the Chronic Care Model (CCM) can be used, which emphasizes the importance of a patient-centered approach to healthcare. The model recognizes that chronic disease management requires a team-based approach, including patient self-management support, community resources, and health system support. The key components of CCM include self-management support, delivery system design, decision support, clinical information systems, community resources, and health system support.

The research approach appropriate for use with these theoretical frameworks depends on the research question and project goals. The SLT can be used with both qualitative and quantitative methods, such as focus groups, interviews, and surveys, to understand how people learn and what factors influence their behavior. Transformational leadership theory can be used with qualitative methods, such as case studies and interviews, to examine the leadership style and its impact on organizational outcomes. The CCM can be used with quantitative methods, such as pre/post-tests and record reviews, to measure the effectiveness of chronic disease management interventions.

To evaluate a program or project using a theoretical framework, the model’s components must be used as a guideline for analysis. For example, for an education project, the SLT components can be used to evaluate whether the program promotes attention, retention, reproduction, and motivation. For a leadership project, the Transformational Leadership Theory’s components can be used to evaluate whether the leadership style inspires and motivates followers to achieve organizational goals. For an FNP project, the CCM components can be used to evaluate the effectiveness of the patient-centered approach to healthcare and whether the delivery system design, decision support, clinical information systems, and community resources adequately support chronic disease management.

In conclusion, the selected theoretical framework should align with the project’s goals and objectives and provide a guideline for analysis and evaluation. The appropriate research approach, qualitative or quantitative, will depend on the research question and the model’s components. Understanding the model’s strengths and weaknesses will help evaluate the program or project effectively.

Each student will perform a SCOT (formerly SWOT) analysis in their practice that identifies strengths, challenges, opportunities and threats to assist in making strategic plans and decisions in the implementation of the EBP.

Strengths, Challenges, Opportunities and Threats (SCOT) is a simple yet comprehensive way of assessing the positive and negative forces within and outside your organization so you can be better prepared to act effectively. It reminds the project leader to build on strengths, minimize challenges, seize opportunities, and counteract threats.

Assignment Prompt

Each student will perform a SCOT (formerly SWOT) analysis in their practice that identifies strengths, challenges, opportunities and threats to assist in making strategic plans and decisions in the implementation of the EBP.

Submit a 1-2 slide PowerPoint presentation of a SCOT analysis as it relates to your project.

Expectations

  • Due: Monday, 11:59 pm PT
  • Length: 1-2 slides
  • Format: Power Point with diagram
  • Research: At least one peer reviewed reference within the last 5 years

 

A SWOT analysis is a method for evaluating your company’s strengths, weaknesses, opportunities, and threats. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.

 

Using a SWOT analysis tool, you can identify the current strengths and weaknesses of your business and create a winning long-term strategy. If you don’t take precautions, your competitors may exploit weaknesses in your company that SWOT can help you identify.

 

In this article, video, and infographic, we discuss how to do a SWOT analysis and how to put your results into practice. In order to assist you in beginning a SWOT analysis at your own place of business, we also provide a worked example and a template.

 

Why Is SWOT Analysis Important?

SWOT analysis can assist you in exposing unsafe assumptions and performance blindspots inside your firm. It can provide fresh perspectives on where your company is right now and assist you in creating the ideal strategy for any circumstance if you use it thoughtfully and in collaboration.

 

For instance, you might be fully aware of some of your organization’s strengths, but you might not be aware of just how dependable they are until you list them alongside vulnerabilities and threats.

 

Similarly, you probably have valid concerns about some of your company’s vulnerabilities, but by conducting a methodical examination, you can uncover a previously unnoticed potential that could more than make up for them.

 

Writing a SWOT Analysis

Making lists is a part of SWOT analysis, but there is so much more as well! The thought process and research you undertake when you start writing one list, let’s say Strengths, will provide you ideas for the other lists, Weaknesses, Opportunities, or Threats. Additionally, if you compare these lists side by side, you’ll probably notice connections and inconsistencies that you should draw attention to and further investigate.

 

You’ll find yourself switching back and forth between your lists quite frequently. So group your four lists into one view to simplify and improve the task.

Create a SWOT Analysis matrix on your own, or download our free template.

 

Each of the four SWOT components has its own square in a 2×2 grid known as a SWOT matrix. (Figure 1 illustrates how it ought to look.) To help you start thinking, each part is preceded by a few questions.

 

A SWOT matrix is a 2×2 grid, with one square for each of the four aspects of SWOT. (Figure 1 shows what it should look like.) Each section is headed by some questions to get your thinking started.

 

Figure 1. A SWOT Analysis Matrix.

Strengths What do you do well? What unique resources can you draw on? What do others see as your strengths?

 

Weaknesses What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

 

Opportunities What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities?

 

Threats What threats could harm you? What is your competition doing? What threats do your weaknesses expose to you?

 

How to Do a SWOT Analysis

Avoid relying on your own, partial understanding of your organization. Your assumptions could be wrong. Instead, gather a team of people from a range of functions and levels to build a broad and insightful list of observations.

 

Then, every time you identify a Strength, Weakness, Opportunity, or Threat, write it down in the relevant part of the SWOT analysis grid for all to see.

 

Let’s look at each area in more detail and consider what fits where, and what questions you could ask as part of your data gathering.

 

Strengths

Strengths are things that your organization does particularly well, or in a way that distinguishes you from your competitors. Think about the advantages your organization has over other organizations. These might be the motivation of your staff, access to certain materials, or a strong set of manufacturing processes.

 

Your strengths are an integral part of your organization, so think about what makes it “tick.” What do you do better than anyone else? What values drive your business? What unique or lowest-cost resources can you draw upon that others can’t? Identify and analyze your organization’s Unique Selling Proposition (USP), and add this to the Strengths section.

 

Then turn your perspective around and ask yourself what your competitors might see as your strengths. What factors mean that you get the sale ahead of them?

 

Remember, any aspect of your organization is only a strength if it brings you a clear advantage. For example, if all of your competitors provide high-quality products, then a high-quality production process is not a strength in your market: it’s a necessity.

 

Weaknesses

Weaknesses, like strengths, are inherent features of your organization, so focus on your people, resources, systems, and procedures. Think about what you could improve, and the sorts of practices you should avoid.

 

Once again, imagine (or find out) how other people in your market see you. Do they notice weaknesses that you tend to be blind to? Take time to examine how and why your competitors are doing better than you. What are you lacking?

 

Be honest! A SWOT analysis will only be valuable if you gather all the information you need. So, it’s best to be realistic now, and face any unpleasant truths as soon as possible.

 

Opportunities

Opportunities are openings or chances for something positive to happen, but you’ll need to claim them for yourself!

 

They usually arise from situations outside your organization, and require an eye to what might happen in the future. They might arise as developments in the market you serve, or in the technology you use. Being able to spot and exploit opportunities can make a huge difference to your organization’s ability to compete and take the lead in your market.

 

Think about good opportunities that you can exploit immediately. These don’t need to be game-changers: even small advantages can increase your organization’s competitiveness. What interesting market trends are you aware of, large or small, which could have an impact?

 

You should also watch out for changes in government policy related to your field. And changes in social patterns, population profiles, and lifestyles can all throw up interesting opportunities.

 

Threats

Threats include anything that can negatively affect your business from the outside, such as supply-chain problems, shifts in market requirements, or a shortage of recruits. It’s vital to anticipate threats and to take action against them before you become a victim of them and your growth stalls.

 

Think about the obstacles you face in getting your product to market and selling. You may notice that quality standards or specifications for your products are changing, and that you’ll need to change those products if you’re to stay in the lead. Evolving technology is an ever-present threat, as well as an opportunity!

 

Always consider what your competitors are doing, and whether you should be changing your organization’s emphasis to meet the challenge. But remember that what they’re doing might not be the right thing for you to do. So, avoid copying them without knowing how it will improve your position.

 

Be sure to explore whether your organization is especially exposed to external challenges. Do you have bad debt or cash-flow problems, for example, that could make you vulnerable to even small changes in your market? This is the kind of threat that can seriously damage your business, so be alert.

 

Tip:

Use PEST Analysis to ensure that you don’t overlook threatening external factors. And PMESII-PT is an especially helpful check in very unfamiliar or uncertain environments.

 

Frequently Asked Questions About SWOT

  1. Who Invented SWOT Analysis?

Many people attribute SWOT Analysis to Albert S. Humphrey. However, there has been some debate on the originator of the tool, as discussed in the International Journal of Business Research.

 

  1. How Do SWOT Analysis and the TOWS Matrix compare?

While SWOT analysis puts the emphasis on the internal environment (your strengths and weaknesses), TOWS forces you to look at your external environment first (your threats and opportunities). In most cases, you’ll do a SWOT Analysis first, and follow up with a TOWS Matrix to offer a broader context.

 

  1. What Are the Biggest SWOT Analysis Mistakes?

Making your lists too long. Ask yourself if your ideas are feasible as you go along.

Being vague. Be specific to provide more focus for later discussions.

Not seeing weaknesses. Be sure to ask customers and colleagues what they experience in real life.

Not thinking ahead. It’s easy to come up with nice ideas without taking them through to their logical conclusion. Always consider their practical impact.

Being unrealistic. Don’t plan in detail for opportunities that don’t exist yet. For example, that export market you’ve been eyeing may be available at some point, but the trade negotiations to open it up could take years.

Relying on SWOT Analysis alone. SWOT Analysis is valuable. But when you use it alongside other planning tools (SOAR, TOWS or PEST), the results will be more vigorous.

How to Use a SWOT Analysis

Use a SWOT Analysis to assess your organization’s current position before you decide on any new strategy. Find out what’s working well, and what’s not so good. Ask yourself where you want to go, how you might get there – and what might get in your way.

 

Once you’ve examined all four aspects of SWOT, you’ll want to build on your strengths, boost your weaker areas, head off any threats, and exploit every opportunity. In fact, you’ll likely be faced with a long list of potential actions.

 

But before you go ahead, be sure to develop your ideas further. Look for potential connections between the quadrants of your matrix. For example, could you use some of your strengths to open up further opportunities? And, would even more opportunities become available by eliminating some of your weaknesses?

 

Finally, it’s time to ruthlessly prune and prioritize your ideas, so that you can focus time and money on the most significant and impactful ones. Refine each point to make your comparisons clearer. For example, only accept precise, verifiable statements such as, “Cost advantage of $30/ton in sourcing raw material x,” rather than, “Better value for money.”

 

Remember to apply your learnings at the right level in your organization. For example, at a product or product-line level, rather than at the much vaguer whole-company level. And use your SWOT analysis alongside other strategy tools (for example, Core Competencies Analysis), so that you get a comprehensive picture of the situation you’re dealing with.

 

 

A SWOT Analysis Example

Imagine this scenario: a small start-up consultancy wants a clear picture of its current situation, to decide on a future strategy for growth. The team gathers, and draws up the SWOT Analysis shown in Figure 2.

 

Figure 2. A Completed SWOT Analysis.

Strengths What do you do well? What unique resources can you draw on? What do others see as your strengths?

 

Weaknesses What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

 

We are able to respond very quickly as we have no red tape, and no need for higher management approval.

We are able to give really good customer care, as the current small amount of work means we have plenty of time to devote to customers.

Our lead consultant has a strong reputation in the market.

We can change direction quickly if we find that our marketing is not working.

We have low overheads, so we can offer good value to customers.

Our company has little market presence or reputation.

We have a small staff, with a shallow skills base in many areas.

We are vulnerable to vital staff being sick or leaving.

Our cash flow will be unreliable in the early stages.

Opportunities What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities?

 

Threats What threats could harm you? What is your competition doing? What threats do your weaknesses expose to you?

 

Our business sector is expanding, with many future opportunities for success.

Local government wants to encourage local businesses.

Our competitors may be slow to adopt new technologies.

Developments in technology may change this market beyond our ability to adapt.

A small change in the focus of a large competitor might wipe out any market position we achieve.

As a result of the team’s analysis, it’s clear that the consultancy’s main strengths lie in its agility, technical expertise, and low overheads. These allow it to offer excellent customer service to a relatively small client base.

 

The company’s weaknesses are also to do with its size. It will need to invest in training, to improve the skills base of the small staff. It’ll also need to focus on retention, so it doesn’t lose key team members.

 

There are opportunities in offering rapid-response, good-value services to local businesses and to local government organizations. The company can likely be first to market with new products and services, given that its competitors are slow adopters.

 

The threats require the consultancy to keep up-to-date with changes in technology. It also needs to keep a close eye on its largest competitors, given its vulnerability to large-scale changes in its market. To counteract this, the business needs to focus its marketing on selected industry websites, to get the greatest possible market presence on a small advertising budget.

 

Note:

It’s also possible to carry out a Personal SWOT Analysis. This can be useful for developing your career in ways that take best advantage of your talents, abilities and opportunities.

 

SWOT Analysis Infographic

See SWOT Analysis represented in our infographic:

 

Key Points

SWOT Analysis helps you to identify your organization’s Strengths, Weaknesses, Opportunities, and Threats.

 

It guides you to build on what you do well, address what you’re lacking, seize new openings, and minimize risks.

 

Apply a SWOT Analysis to assess your organization’s position before you decide on any new strategy.

 

Use a SWOT matrix to prompt your research and to record your ideas. Avoid making huge lists of suggestions. Be as specific as you can, and be honest about your weaknesses.

 

Be realistic and rigorous. Prune and prioritize your ideas, to focus time and money on the most significant and impactful actions and solutions. Complement your use of SWOT with other tools.

 

Collaborate with a team of people from across the business. This will help to uncover a more accurate and honest picture.

 

Find out what’s working well, and what’s not so good. Ask yourself where you want to go, how you might get there – and what might get in your way.

REDUCING READMISSION RATES IN ADULT (18 – 25 YEARS) PATIENTS WITH ALCOHOL AND SUBSTANCE USE DISORDERS BY IMPLEMENTING CARE COORDINATION STRATEGY.

“You are writing an integrative review proposal on “REDUCING READMISSION RATES IN ADULT (18 – 25 YEARS) PATIENTS WITH ALCOHOL AND SUBSTANCE USE DISORDERS BY IMPLEMENTING CARE COORDINATION STRATEGY.

Complete this Integrative Review proposal under the following headings:

· Search organization and reporting strategies 

· Managing the collected data

· Quality of appraisal 

· Sources of bias

· Internal validity 

· Applicability of results 

· Reporting guidelines 

· Descriptive results 

· Implications for practice/future work

Document this on 3 pages word document, include articles published within last 5 years.

Complete this Integrative Review proposal under the following headings:

· Search organization and reporting strategies 

· Managing the collected data

· Quality of appraisal 

· Sources of bias

· Internal validity 

· Applicability of results 

· Reporting guidelines 

· Descriptive results 

· Implications for practice/future work

Document this on 3 pages word document, include articles published within last 5 years.

A variety of models for making decisions are available. Three of these models are paternalistic, informative, and shared decision making.

A variety of models for making decisions are available. Three of these models are paternalistic, informative, and shared decision making.

  • Discuss the pros and cons of each of these models and the problems that are best suited for the various methods.
  • Determine which method has the strongest possibility of resulting in permanent change.

Submission Instructions:

  • Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources. Your initial post is worth 8 points.
  • You should respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts. Your reply posts are worth 2 points (1 point per response.)
  • All replies must be constructive and use literature where possible.

 

Assume you are a nurse manager on a unit where a new nursing documentation system is to be implemented. You want to ensure that the system will be usable and acceptable for the nurses impacted. You realize a nurse leader must be on the implementation team. 

Assume you are a nurse manager on a unit where a new nursing documentation system is to be implemented. You want to ensure that the system will be usable and acceptable for the nurses impacted. You realize a nurse leader must be on the implementation team.

references:

 

  • McGonigle, D., & Mastrian, K. G. (2022). Nursing informatics and the foundation of knowledge (5th ed.). Jones & Bartlett Learning.
    • Chapter 9, “Systems Development Life Cycle: Nursing Informatics and Organizational Decision Making” (pp. 191–204)
    • Chapter 12, “Electronic Security” (pp. 251–265)
    • Chapter 13, “Achieving Excellence by Managing Workflow and Initiating Quality Projects”
  • Agency for Healthcare Research and Quality. (n.d.a). Health IT evaluation toolkit and evaluation measures quick reference guideLinks to an external site.. Retrieved January 26, 2022, from https://digital.ahrq.gov/health-it-evaluation-toolkit
  • Agency for Healthcare Research and Quality. (n.d.b). Workflow assessment for health IT toolkitLinks to an external site.. Retrieved January 26, 2022, from https://digital.ahrq.gov/health-it-tools-and-resources/evaluation-resources/workflow-assessment-health-it-toolkit

Answer

SDLC

It is the  Software Development Life Cycle. This describes the several stages of a software cycle and the structure in which these stages are carried out.  The outcome from each stage is implemented in the next stage of the software life cycle.

The knowledge of the workflow and processes associated with critical thinking skills make nurses to help identify objectives, establish project goals. Involvement of nurses in the implementation of new system is necessary to provide a clinical nursing perspective to assist in the development of safe and effective systems

Nurse manager should give importance in  both the benefits and challenges associated with involving a nurse leader on an implementation team to ensure that the new system will be usable and acceptable for all nurses impacted.

ROLE DESCRIPTION FOR NURSE LEADER USING STAGES OF SDLC

Planning and requirements

  The role of the nurse leader collaborates with the interdisciplinary team members to accomplish the tasks such as define the scope and problems, select potential solutions, think about required resources, establish a project schedule and timeline, and launch the project . Clinical knowledge of the nurse helps in the implementation through workflow and processes effectively.

In Analysis.

Role of a nurse leader is to help prioritize project requirements, initiate and evaluate possible alternatives, and provide recommendations for management. If any failure in completing the tasks efficiently and meet organizational and user needs can result in project delays, loss of data, errors, and breakdown of communication processes. an internal part of the analysis process includes analyzing the workflow processes, communication, and decision-making tools. Involvement of a nurse leader in the analysis stage is imperative to review relevant organizational policies and to know what all changes required to accommodate new work processes and new technology.

In the stage of design. 

Nurse leader plays a critical part in this stage to ensure the software’s overall configuration is defined properly and establish the architecture and operation of the system with regard to hardware, software, networking, retrieval of data, archiving and use, and user interface. The nurse reinforces the  purpose of the system to improve patient safety.She also assist in customizing the system to promote clinical decision support to accommodate practices in different specialties.

Implementation stage

The role includes staff training, system maintenance, and evaluation of outcome, to ensure two-way communication between the staff and management to solicit feedback that may be useful when redesigning the system for better outcomes. Feed backs from users help in making safety to identify workflow and system issues.The engagement of the nurse can provide an effective strategy.

Post-implementation Support. 

The nurse leader is involved in ensuring continual support and adequate training, understanding the technology and its implications, to make sure the  acceptance and compliance of the new system by the staff. It increases satisfaction and adherence to the best practices. It will also minimize any potential negative effects caused by technical failure and also identify flaws to reinforce the need for constant upgrade and maintenance of databases.

CONCLUSION

The nurse leaders play a vital role among the  members of the implementation team and in facilitating the SDLC for informatics in health care; the nurse role includes synthesizing knowledge of how technology can promote the quality of care.