05 Oct Respond with ½ to each post Post 1Hi Professor a
Respond with ½ to each post Post 1Hi Professor and class,What steps could you take to develop more resilience in your practice setting?One of the articles assigned this week described resilience as, “The human capacity for facing adversity and overcoming or bouncing back from difficulties, with positive outcomes” (Thomas, Seifert & Joyner, 2016). The BSN leader must guide and direct their staff during times of great success as well as during challenging times and I believe every health care setting is feeling the winds of change with healthcare reform. We can do this by being transformational leaders.One way I can develop resilience in my team and peers in my practice setting is by identifying the positive values that my work culture has developed such as the ICARE values we discussed in the last lesson or a Safety Culture (Joint Commission Center for Transforming Healthcare, 2019).An example of this would be maintaining a professional presence and “managing up” my coworkers, physicians, and staff regardless of my personal thoughts or opinions. Encouraging individuality as I lead my team and taking the time to identify and support their strengths or create learning opportunities for their weaknesses also develops resiliency. “The transformational nurse executive leader improves systems and allows individuals to contribute and practice to their fullest potential.” (Jones, Polancich, Steaban, Feistritzer, & Poe, 2017). During high-stress times such as critical staffing, computer down times, policy change or health care reform, we can reach out and wrap our arms around the team, reassure them that we will work together to get to the other side of the stressors builds adaptability and resilience in a clinical team. Every person in my unit will pick up whatever I lay down so my behavior has to reflect this attitude too in the procedure room, the break room or at the bedside.Choosing to work and lead with positive mindset will create a strong framework that does not break under pressure, but can build resiliency in my practice setting.How might you communicate a change in practice to patients and nursing peers?Change creates opportunities for innovation. People must be brave to embrace change because there is a risk of the unknown which may end up in failure. However, if you embrace failure as a friend who can point you in the right direction, it will inspire creativity and intellectual stimulation (Boston-Fleischhauer, 2016). Change is inevitable and when it is occurring your stakeholders- those people who will be impacted by the change- must be informed of what to expect. I can decrease my teams stress level by speaking to current changes and potential changes in meetings or 1:1 with staff members, and clearly defining practice and behavior expectations in the face of expected and unexpected change. This gives time to process and get on board with what an organization needs them to buy into. You must hold staff members accountable for what they say and how they behave, and finally, you must ‘walk the talk’ when new processes are in place.One way to mitigate the disruption of change in the practice setting is to have an open-door policy for all clinicians on your team and peers and practice active listening. This time is not to nuture complaints but create a safe place for them to talk through concerns and see how changes are impacting them. This is a valuable way to get an emotional pulse check on your staff and gather data from another perspective of what is working and what is not. This information is can impact outcomes because when change is not what you hoped for, the solutions for the failure can usually found with the minds in the room, not in your own head. What is conveyed to your staff through this leadership strategy is that they are valued by you and what they have to say matters and you believe in their abilities to collaborate for solutions, increasing employee engagement. A work environment that embraces a transformational culture provides a positive work environment for the clinical staff and this flows over to our patients.Visionary nurse leaders are needed in order to lead our profession into the changing future of nursing. Consistent modeling of a positive work environment that is free from punitive reactive behavior builds trust and resilience in a team. It is inspiring to work in this environment and the result increases the quality outcomes and the care we provide to patients (Lacasse, 2013).Jean TReferencesJoint Commission Center for Transforming Healthcare. (2019). Creating a Safety Culture. Retrieved May 18, 2019, from https://www.centerfortransforminghealthcare.org/why-work-with-us/video-resources/creating-a-safety-cultureLacasse, C. (2013). Developing Nursing Leaders for the Future: Achieving Competency for Transformational Leadership. Oncology Nursing Forum, 40(5), 431–433. https://doi-org.chamberlainuniversity.idm.oclc.org/10.1188/Thomas, T. W., Seifert, P. C., & Joyner, J. C. (2016). Registered Nurses Leading Innovative Changes. Online Journal of Issues in Nursing, 21(3), 9. https://doi -org.chamberlainuniversity.idm.oclc.org/10.3912/OJIN.Vol21No03Man03 (Links to an external site.)Links to an external site. Post 2 Hello Professor and class,The development of a more resilient nursing workforce has been identified as a strategy to improve the individual’s response to workplace adversity, which has positive implications for staff well being and delivery of person-centered care (Gemma Stacey, & Grace Cook. 2019). There are many reasons why resistance to change in nursing academia persists. Despite frequent journal articles about innovations in nursing education, issues caused by resistance to change continue to proliferate because of allegiance to accrediting body requirements, lack of training and mentoring for new nursing faculty members, the dualistic and dissonant struggle between holistic nursing needs of patients, the reductionistic methods used to teach nursing, and other factors (Clark, C. S. 2013). Because science and medicine is constantly changing, nurses must maintain a degree of flexibility and openness to changes in our profession. As far as developing an environment of resilience in the workplace, that is not a simple one. Most of us have worked with at least one person who just refuses to listen to anyone when it comes to change. Some people have such stubborn personalities, that they will probably never reach their greatest potential, and therefore , their patients will suffer in the long run. But for the nurses who are willing to change and adapt will stay on top of their profession. My biggest suggestion for developing a culture of resilience would be to “lead by example”. When a new system gets implemented in the hospital, don’t be the one who moans and complains about the training requirements involved with the new system. Instead, display a level excitement about the opportunity to be more current with technology and try to point out how the new system is going to improve the workplace. As far as communicating to patients about changes that they may be observing in the hospital setting. Honesty and transparency is usually the best approach. Most people, even those with no medical knowledge background, understand that change is a necessary development to continue improving. Understandably, no person/patient wants to be the first “Guinea pig” for a procedure, but constant reinforcement and explanations should help relieve some anxieties.-Mike
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