Category: Nursing

Translational Research Graphic Organizer Template

Use the “Translational Research Graphic Organizer Template” to compare three types of translational research with traditional (qualitative or quantitative) research. Make sure to include methodology, goals, and data collection in your organizer.

You are required to cite three to five sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and nursing content.

While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

 

Translational Research Graphic Organizer Template

 

 

T1 research

Descriptive research (quantitative and qualitative research)

Observations (Similarities/Differences)

Methodology

T1 research focuses on converting other research into human studies with the intention of developing medical treatments or interventions. It can apply three methodologies: phase 1 and phase 2 clinical trials, case studies; and observational studies. The methodology is applied to verify previously held notions that were determined from basic research. A basic research is initially conducted to collect information that is then translated through the T1 research as the first step. The initial basic research tests the medical treatments and/or interventions in models/mediums that are not human. T1 research applies the same approaches, but changes the subjects/participants into humans since the result is to determine the value of the intervention/treatment to humans. As such, the methodologies applied in T1 research seek to develop proof of concept for basic research results through involving human participants and developing an understanding of how the unique human physiology affects the concept. Other than engaging human participants, T1 research can use animal models or preclinical trials to approximate effects on human physiology (Wehling, 2015).

Descriptive research focuses on understanding the environmental context in which a subject exists. It can apply three methodologies: observation; case study; and survey research (Richards & Hallberg, 2015).

Observation involves scrutinizing a subject in the natural environment without directly engaging the subject. It is applied in both quantitative and qualitative research. Applied in quantitative research, it involves collecting quantitative data (numbers and values) that are subjected to statistical and numerical analysis to develop a better understanding of the subject or population. Data collected could include age, weight and height.

Applied in qualitative research, it involves recording characteristics that present an understanding of what the subject is experiencing (Richards & Hallberg, 2015).

Case study involves developing a hypothesis by conducting an in-depth study of the subject. The intention is to inform a future research study (Richards & Hallberg, 2015).

Survey involves engaging the subject to answer questions designed to offer a better understanding of the subject. The questions are presented using surveys, polls and questionnaires (Richards & Hallberg, 2015).

A reviews of the methodologies applied in T1 research and descriptive research reveals that they similarities and differences.

Both T1 and descriptive research use observations and case studies to collect data.

However, the two are fundamentally different.

T1 research methods focus on turning basic research into medical intervention and treatment. It marks the first step in the translation process, and is intended to make tentative evaluations about whether or not the medical intervention/treatment is likely to work for humans.

On the other hand, descriptive research methods focus on evaluating data collected from interacting with the subject to evaluate relationships with the environment.

Goals

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The primary goal of T1 research is to determine whether a medical intervention/treatment evaluated to work in non-human studies could work in human subjects. The research goal is to translate basic research into human research through a proof of concept evaluation (Shahzad, 2015).

The primary goal of descriptive research is to understand how a subject relates to the environment. It describes the data and characteristics of the subject to develop an understanding that can be generalized for the population (Richards & Hallberg, 2015).

It has four goals. The first goal is to understand how time affects the relationship between the subject and the environment. This requires that the research be conducted at different times to understand what changes over time.

The second goal is to understand the subject’s prevailing conditions and underlying patterns, such as association between income and health.

The third goal is to compare how different subjects respond to the same conditions or how the same subject responds to different conditions.

The fourth goal is to define the subject characteristics such as patterns, traits and behaviors (Richards & Hallberg, 2015).

T1 research and descriptive research have similarities and differences.

The two are similar in collecting data that helps in developing a better understanding of the subjects. Their goal is to understand the subject.

Still, a more in-depth analysis reveals that they have different goals.

The goal of T1 research is to develop medical treatments and interventions by translating basic research into human research.

On the other hand, the goal of descriptive research is to understand how the subject relates to the environment in terms of time, conditions and patterns, and characteristics.

Data Collection

T1 research makes use of surveys, questionnaires, interviews, data reported by the patients, medical records, and biological samples as data collection tools (Wehling, 2015).

Descriptive research makes use of surveys, questionnaires, interviews, observations, and focus group discussions as data collection tools (Richards & Hallberg, 2015).

T1 research and descriptive research are similar in their reliance on primary data. They collect data by directly engaging the subjects.

 

References

Richards, D. & Hallberg, R. (2015).
Complex Interventions in Health: An overview of research methods
. New York, NY: Routledge.

Shahzad, A. (2015).
Translation medicine: tools and techniques
. New York, NY: Elsevier Science.

Wehling, M. (2015).
Principles of translational science in medicine: from bench to bedside
. New York, NY: Elsevier Science.

In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

1. Describe your organization, include the organization’s mission, and identify the various stakeholders.

2. Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.

3. Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.

4. Propose the steps needed for your organization or department to respond to this driving force.

5. Predict how employees at various levels in the organization will respond to your proposed change initiative.

6. Develop a vision for change. Describe how this vision correlates with the organisation’s mission, and how you will present this vision to internal stakeholders.

7. Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

 

Creating a Vision

           
A vision guides the activities and practices of a healthcare organization. It defines the goals that the organization intends to achieve in the future. This paper will focus on the description of the organization. Also, it will address the internal and external forces that influence organizational change. Additionally, the paper will specify an issue that affects customers. Measures for addressing the identified issue will also be discussed. Employees’ responses to the proposed change will also be covered. Finally, the paper will discuss how the vision will support the proposed change.

Description of the Healthcare Organization

The healthcare organization is located in the city. It has different units, which provide care to approximately 50 000 patients monthly. The organization’s mission is to “Provide quality care to various groups of patients.” The healthcare organization has various stakeholders, including nurse leaders, nurse practitioners, physicians, IT specialists, pharmaceutical firms, patients and their families, insurance companies, and government officials. Nurse leaders guide and mentor practitioners in providing care services (Willcox et al., 2018). Practitioners offer quality care to the patients in their respective areas of specialization. Physicians treat various ailments, which are presented to the medical facility. IT specialists are responsible for installing and maintaining technologies, which enhance multiple activities in the healthcare organization. Patients and their family members seek medical services from the facility. Government officials regulate the activities of the organization to ensure that they have met the set standards. Finally, insurance companies provide medical covers to the patients. These coverage plans are sold directly to patients or indirectly through their employers. Covers enable patients to pay for their medical services.  According to Paredes-Fernández (2020), medical covers facilitate the relationship between the payer and the provider, resulting in quality care services.

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The External and Internal Forces

External and internal forces influence change in my field. Internal factors are under the control of the healthcare organization. Organizational culture is the primary internal driving forces that will trigger a difference in the organization. Its culture embraces dynamism and adopting new strategies. The management considers change as the only way of achieving its goals and objectives. Additionally, the technological capacity of the organization triggers change (Zhang et al., 2019). New practices in the organization are based on modern technology and know-how. Additionally, organizational systems and structures influence change. Furthermore, the financial status of the organization will affect change. It will implement new strategies and processes if its financially stable.

On the other hand, external driving forces include all the factors, which are not under the organization’s management. Customer behavior is the primary external factor that influences this change. The healthcare facility provides care services that meet clients’ needs, wants, and desires. Additionally, the level of competition in the industry influences changes in the organization. The management implements new strategies to reach the level of its opponents in the industry and acquire a competitive advantage over them in the long-run. The state of the country’s economy also influences the level of change. The organization will implement change relatively quickly if the country’s economy is at its peak. During this period, most citizens will seek healthcare services from the organization, thus providing financial resources to support the change. The change will also depend on the level of technology available in a country. It will be relatively easy for the organization to implement new practices and measures if it has adopted modern technology. Guidelines set for the healthcare organizations also influence change in the organization. The medical facility will adopt new practices to adhere to these guidelines. Finally, the change will be influenced by the country’s political and legal factors. It will be easy to implement change if there is political stability in the country. Additionally, enacted legal measures influence organizational change.

Selected Driving Force: The Customers

The selected driving force is the organization’s clients.  The customers are the primary factor that necessitates a change in the healthcare organization. The customers seek quality care from the medical facility and, in turn, pay for the provided services either through medial covers or an out-of-pocket payment program. Therefore, clients determine the organization’s income and profitability.

On the contrary, failure to provide quality care to the client gives them a negative perception of the organization. Clients tend to view the organization negatively if the provided care fails to meet the expected level of patient satisfaction. According to Xesfingi and Vozikis (2016), clients base healthcare quality on patient satisfaction. The negative image, in turn, spoils the organization’s reputation. Consequently, unsatisfied customers shy away or discourage others from seeking the healthcare organization’s services in the future. The decline in the number of patients, in turn, lowers the level of the organization’s revenue and profit margin.

The Proposed Steps for Responding to the Customers

Various steps will be required to respond to the client’s issues. The first step involves creating awareness among the healthcare staff about the significance of providing quality care to the clients to achieve customer satisfaction. According to Gupta and Rokade (2016), the practitioners’ quality of care to the clients is based on customer satisfaction. The management can communicate with other healthcare staff through memos, emails, or during the meeting. Secondly, the administration needs to point out factors that hinder quality care delivery in the healthcare organization. This action will guide the management in addressing these issues to enhance quality services in the medical facility. The next step involves the implementation of new measures to address the identified barriers. Specifically, new technology can be introduced in the medical facility to solve challenges that prevent quality care delivery. For instance, a healthcare information system (HIS) can be implemented to avoid delays during care delivery and eliminate potential medical errors. According to Rodziewicz and Hipskind (2020), the healthcare information system effectively reduces the rate of medical errors. Finally, the management will hire external experts to train healthcare staff on implementing the proposed change in the organization. Proper implementation of the new measures in the healthcare organization will address providing low-quality services to the clients.

Employees’ Response to the Change Initiative

Employees at various levels in the organization will embrace the healthcare information system’s implementation due to its benefits. Health information systems will help the care providers to gather, analyze, compile, and store clients’ vital health details. The information will reduce potential medical errors significantly by availing clients’ records to the healthcare practitioners. Consequently, medical practitioners manage population health effectively, thus improving overall patient care. Additionally, HIS will lower healthcare costs.

The Vision for Change

The vision for change is “To become the leader in the provision of quality care in the healthcare industry” This vision correlates with the organization’s mission, “Providing quality care to various groups of patients,” since both concentrate on enhancing the quality of care. This vision will be presented to the internal stakeholders, including nurse leaders, nurse practitioners, physicians, and IT specialists, in a PowerPoint presentation. The vision and its benefits to the healthcare organization will be discussed in various PowerPoint slides. Every slide will discuss a different idea about the proposed change initiative.

The Impact of the Vision on the Change Initiative

The proposed vision will help internal stakeholders achieve the change initiative, introducing a healthcare information system (HIS) in the medical facility. The vision focuses on becoming leaders in the provision of quality care. It supports the implementation of HIS in the healthcare organization to eliminate all potential medical errors, thus improving the quality of care. Stakeholders are likely to raise various issues related to the proposed HIS. Lack of the healthcare staff’s required skills and knowledge is the primary concern that the stakeholders are likely to increase. This concern will be addressed by assuring them that healthcare staff will be trained before implementing the proposed change initiative. Additionally, the issue of difficulty in installing and maintaining the system is likely to come up. This concern will be addressed by assuring them an expert will be hired to install and maintain the medical facility’s HIS.

The vision facilitates the implementation of the proposed change in the organization. The organization’s dream to become leaders in providing quality care will trigger it to adopt a healthcare information system. The system will reduce medical errors significantly and avail medical records of the clients anytime they are required during care provision.

References

Gupta, K. S., & Rokade, V. (2016). Importance of quality in the health care sector: A review.
Journal of Health Management
, 
18
(1), 84-94.

Paredes-Fernández, D., Lenz-Alcayaga, R., Hernández-Sánchez, K., & Quiroz-Carreño, J. (2020). Characterization and analysis of the basic elements of health payment mechanisms and their most frequent types. 
Medwave
, 
20
(09).

Rodziewicz, T. L., & Hipskind, J. E. (2020). Medical error prevention. In 
StatPearls [Internet]
. StatPearls Publishing.

Willcox, A., Sutherland Boal, A., de Padua, A., Balaski, B., Ens, B., Toye, C. R., … & MacPhee, M. (2018). 
Leadership and Influencing Change in Nursing
. University of Regina Press.

Xesfingi, S., & Vozikis, A. (2016). Patient satisfaction with the healthcare system: assessing the impact of socio-economic and healthcare provision factors. 
BMC health services research
, 
16
(1), 1-7.

Zhang, Y., Khan, U., Lee, S., & Salik, M. (2019). The influence of management innovation and technological innovation on organization performance. A mediating role of sustainability. 
Sustainability
, 
11
(2), 495. In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change.

Topic 2 DQ 1 Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative?

What environmental forces drive organization development in your field or industry?

TDQ2 – What environmental forces drive organization development in your field or industry? What are the steps successful organizations take when responding to change? Have you experienced forces of change in your work environment? How did the changes affect your organization?

Organizations operate in different environments, and they are influenced by both external and internal environments. My organization is a Managed Care Organization and various environmental factors drive development in the industry. The main driving forces in my organizational industry include technology, regulations, and organizational culture (Beaulieu & Lehoux, 2018). For example, my organization is constantly forced to adapt to the most recent innovative technologies in the industry. Technological developments in my industry help to achieve accurate, timely, and meaningful information and this has forced my organization to invest in hardware, software, and professional manpower as well (Vogenberg & Santilli, 2018). This helps to capture and code all the relevant statistics with a high level of accuracy. Some of the internal factors that are common in my organization include resistance to change where at times organizational personnel sometimes resist changes and organizational restructuring. Additionally, regulations such as the introduction of new policies in the industry affect my organization since the organization is forced to adopt the new policies and regulations in the industry.

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Steps to responding to changes include defining clearly defining the change and aligning the change to the organizational goals; determining impacts of changes and developing a communication strategy where all the affected stakeholders by the change are informed about the impending change (Stouten et al., 2018). Everyone involved in the implementation and use of the change is then trained about the change and a support structure to support the change and its impacts are implemented. After the change is implemented, the change is evaluated by measuring the change process, its efficacy, and its outcomes (Stouten et al., 2018) What environmental forces drive organization development in your field or industry?.

The most commonly experienced changes in my organization include the implementation of technologies in the industry. Such changes normally lead to the organization systems being restructured, employees being retrained for upskilling and sometimes some employees being rendered redundant.

References

Beaulieu, M., & Lehoux, P. (2018). Emerging health technology firms’ strategies and their impact on economic and healthcare system actors: a qualitative study.
Journal of Innovation and Entrepreneurship
,
7
(1), 11.

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating management practice and scholarly literature.
Academy of Management Annals
,
12
(2), 752-788.

Vogenberg, F. R., & Santilli, J. (2018). Healthcare Trends for 2018.
American health & drug benefits
,
11
(1), 48–54 What environmental forces drive organization development in your field or industry?

Describe the role of organizational development in contemporary organizations

Describe the role of organizational development in contemporary organizations. How does organizational development help organizations prepare for or implement change? Provide an example from your organization.

 

Describe the role of organizational development in contemporary organizations. How does organizational development help organizations prepare for or implement change?

Organizational development is a process that makes use of science-based approaches to help a contemporary organization to build its capacity to implement change and achieve greater effectiveness in developing, improving and reinforcing processes, structures and structures. It is a critical process that addresses a range of organizational goals to include general agility/adaptability, cultural and/or moral values, market share, profit margins, and increasing profits (Raina, 2019). The central theme of organizational development is to increase competitiveness in terms of enabling the organization to better use its unique competencies and resources to win in the marketplace. Also, it helps to increase competitiveness in terms of the organization’s reactiveness to changing market demands. If an organization is able to capitalize on its business opportunities, then it can solidify its business position and revenue streams (Smither, Houston & McIntire, 2016). Overall, organization development is a continuous process that focuses on building the ability to assess current functioning and tweaking it to achieve set business goals.

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An example of organization development can be seen in managed care organizations where it is applied in work design. My organization is WellMed Medical Management, a managed care organization in El Paso, Texas, where I work as a clinical nurse coding consultant. It understands that personnel do work to achieve specified outcomes, such as ensuring the appropriate coding and proper documentation for accurate diagnosis and reimbursement Describe the role of organizational development in contemporary organizations. The organization development continuously makes use of organization development to ensure that job assignments are aligned to achieve the most efficient way of achieving the specific job outcomes. This ensures that personnel are assigned work tasks that match their capabilities in terms of qualifications and competencies. Also, it continuously looks for ways to ensure that personnel satisfaction and needs are not ignored, such as ensuring that personnel are not overworked and the remuneration matches responsibilities and prevailing market rates. Through these approaches, the organization is able to present a work design that leads to optimum productivity.

References

Raina, R. (2019).
Change Management and Organizational Development
. SAGE Publications.

Smither, R., Houston, J., & McIntire, S. (2016).
Organization Development: Strategies for Changing Environments
(2
nd
ed.). Routledge.

Describe the role of organizational development in contemporary organizations

Using PICO(t) Format to Formulate Clinical Questions

Assessment Description

A PICOT starts with a designated patient population in a particular clinical area and identifies clinical problems or issues that arise from clinical care. The intervention should be an independent, specified nursing change intervention. The intervention cannot require a provider prescription. Include a comparison to a patient population not currently receiving the intervention, and specify the timeframe needed to implement the change process.

Formulate a PICOT statement using the PICOT format.

Here is an article to help guide you in the development of your PICO(t) statement:

What Is Your Research Question? An Introduction to the PICOT Format for Clinicians

Read “What Is Your Research Question? An Introduction to the PICOT Format for Clinicians,” by Riva, Malik, Burnie, Endicott, and Busse, from Journal of the Canadian Chiropractic Association (2012).

https://lopes.idm.oclc.org/login?url=http://www-ncbi-nlm-nih-gov.lopes.idm.oclc.org/pmc/articles/PMC3430448/

The PICOT statement will provide a framework for your capstone project.

In a paper of 500-750 words, clearly identify the clinical problem and how it can result in a positive patient outcome.

Make sure to address the following on the PICOT statement:

Evidence-Based Solution

Nursing Intervention

Patient Care

Health Care Agency

Nursing Practice

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required

Using PICO(t) Format to Formulate Clinical Questions

Using PICO(t) Format to Formulate Clinical Questions

A significant portion of healthcare professionals, such as registered nurses, are experiencing varying levels of stress associated with burnout in their work settings. Numerous causes and risk factors have been cited to significantly contribute to the occurrence of nurse burnout as a key clinical nursing problem affecting a majority of healthcare environments and providers. Stemley (2022) established that heavy workloads due to the overwhelming and excessive pressures in the nursing field contributed to the stressful work environments that demand a good deal of emotional, physical, spiritual and mental strength. Oducado (2021) established that chronic work-related stress among nurses and other healthcare personnel can contribute to reduced productivity, lower morale, and long shifts, reduced job satisfaction, and decreased quality in patient care and safety, high turnover rates, and higher risk of medical errors. Considering the growing cases of nursing burnout, there is the need for evidence-based interventions to mitigate or reduce nursing burnout levels experienced by those at risk for burnout in different workplace environments (Maresca et al., 2022). This short paper will examine the chronic burnout problem as a pertinent clinical issue, and reviews relevant literature on the connection between the problem and the PICOT question.

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PICOT Formulation and Problem Description

PICOT

The following PICOT question is proposed: Among nursing practitioners (P), will the utilization of burnout coping mechanisms (I) compared to quitting the profession (C) lead to a reduction in work-related stress levels (0) within 6 months (T)? Using PICO(t) Format to Formulate Clinical Questions

Evidence-based Solution

The proposed evidence-based solution is aimed at addressing nursing burnout as a key issue behind increased patient safety concerns, lower healthcare quality and other adverse events. Aryankhesal et al. (2019) established that the provision of training on stress coping strategies can become a viable means of equipping nurses and physicians with relevant skills, knowledge and experience to cope with burnout, heavy workloads and other work-related stress. Garcia et al. (2019) identified some of the stress management interventions that can be implemented to reduce burnout levels among nurses and they include stress management, cognitive-behavior training, team-based support, mindfulness-based programs, co-worker support, healthy lifestyle, family support, spirituality/religion, and physical and emotional distancing from work Using PICO(t) Format to Formulate Clinical Questions. The evidence-based intervention suggested in this paper is the adoption of coping and stress management for minimizing burnout among nurses who practice coping mechanisms in comparison to their counterparts who do not and at the verge of quitting the profession.

Nursing Intervention

With regards to the nursing intervention, the growing prevalence of burnout in nursing calls for adoption of organizational practices and policies aimed at tackling this pertinent clinical issue. De Oliveira et al. (2019) insisted that the adoption of coping and stress management strategies can only be effectively realized in the event a healthy, supportive and participatory work environment is created and maintained. Garcia et al. (2019) emphasized that strong nursing leadership  that embraces empathy, open communication, collaboration, active listening and teamwork can play a fundamental role in enhancing the meaningfulness of work, fostering opportunity to engage in decision-making, facilitating the attainment of organizational goals,  offering workplace autonomy and empowering employees to become more productive, motivated and committed. Therefore, the nursing management must strive to promote a positive and supportive work context, proactive coping behaviors and optimistic attitudes through role-modeling, distributed leadership, education and training and the use of incentives Using PICO(t) Format to Formulate Clinical Questions.

Patient Care

The detrimental implications of nursing burnout on patient care is based on the increased risk of adverse events including medical errors, prescription errors, safety concerns and reduced quality of care. Maresca et al. (2022) established that stressed healthcare personnel provide poor quality care due to increased exposure to long shifts, changing schedules, intense emotional involvement, exposure to illness and chemicals, high-energy physical demands and poor nurse-patient relationships. As such, the negative outcomes associated with this clinical problem on patient care calls for implementation of evidence-based intervention to tackle the causes, risk factors and effects of burnout.

Health Care Agency

The healthcare agency in question is a Community hospital, and currently experiences persistent nursing shortages that have been credited for contributing to the high work-related stress levels and burnout among nurses Using PICO(t) Format to Formulate Clinical Questions.

Nursing Practice

Besides the effects on patient care, nursing burnout as a pertinent clinical issue possess detrimental implications on the nursing practice. Merlo (2021) pointed out that nurse burnout remains a serious healthcare problem that has attracted the attention of policymakers, healthcare practitioners, government authorities, patients, researchers and the general public. De Oliveira et al. (2019) added that nurses and other healthcare practitioners affected by burnout tend to experience a higher risk of developing severe mental health problems including depression, and anxiety,  losing passion and commitment to their jobs, and even quitting the profession altogether. For healthcare entities, burnouts have been cited to contribute to reduced productivity, lower quality of care, nurse turnovers, poor reputation, increased patient safety concerns and reduced profitability (Maresca et al., 2022). Therefore, the detrimental implications on nursing burnout on the health practice are based on how this healthcare problem can negatively affect the individual and collective wellness of both healthcare practitioners and patients.

Conclusion

Based on the PICOT question, this paper sought to highlight weather coping and stress management intervention can help to reduce the problem of nursing burnout when implemented in an hospital setting over a six month period. The findings argued that appropriate stress coping strategies can prove instrumental in tackling nurse burnout and alleviating the negative effects and consequences associated with this healthcare problem on patients, practitioners and healthcare organizations Using PICO(t) Format to Formulate Clinical Questions.

References

Aryankhesal, A., Mohammadibakhsh, R., Hamidi, Y., Alidoost, S., Behzadifar, M., Sohrabi, R., & Farhadi, Z. (2019). Interventions on reducing burnout in physicians and nurses: A systematic review.
Medical Journal of the Islamic Republic of Iran
.
https://doi.org/10.47176/mjiri.33.77

De Oliveira, S. M., De Alcantara Sousa, L. V., Vieira Gadelha, M. D., & Do Nascimento, V. B. (2019). Prevention actions of burnout syndrome in nurses: An integrating literature review.
Clinical Practice & Epidemiology in Mental Health
, 15(1), 64-73.
https://doi.org/10.2174/1745017901915010064

Garcia, C., Abreu, L., Ramos, J., Castro, C., Smiderle, F., Santos, J., & Bezerra, I. (2019). Influence of burnout on patient safety: Systematic review and meta-analysis.
Medicina,
55(9), 553.
https://doi.org/10.3390/medicina55090553

Maresca, G., Corallo, F., Catanese, G., Formica, C., & Lo Buono, V. (2022). Coping strategies of healthcare professionals with burnout syndrome: A systematic review.
Medicina
, 58(2), 327.
https://doi.org/10.3390/medicina58020327

Merlo, G. (2021). Stress, burnout, and coping strategies.
Principles of Medical Professionalism
, 179-196.
https://doi.org/10.1093/med/9780197506226.003.0010

Oducado, R. M. (2021). Influence of self-esteem, psychological empowerment, and empowering leader behaviors on assertive behaviors of staff nurses.
SSRN Electronic Journal
.
https://doi.org/10.2139/ssrn.3842481

Stemley, M. (2022). Reignite: Fighting burnout with a virtual resiliency program for nurse leaders.
Nurse Leader.

https://doi.org/10.1016/j.mnl.2022.04.002
  Using PICO(t) Format to Formulate Clinical Questions

Outcome Measures, Issues, and Opportunities in Healthcare

Draft a 6-page report on outcome measures, issues, and opportunities for the executive leadership team or applicable stakeholder group.

Introduction

Note: Each assessment in this course builds on the work you completed in the previous assessment. Therefore, you must complete the assessments in this course in the order in which they are presented.

As a nurse leader, you may be called upon to submit a detailed report to your executive leadership team and key stakeholders that describes a quality or safety problem and its effects on outcomes, fully supported by relevant and credible data.

This assessment provides an opportunity to draft such a report in which you can call attention to quality and safety issues and opportunities, effectively support your position, and lay out a plan for change.

This assessment is based on the executive summary you prepared in the previous assessment.

Preparation

Your executive summary captured the attention and interest of the executive leadership team, who have asked you to provide them with a detailed report addressing outcome measures and performance issues or opportunities, including a strategy for ensuring that all aspects of patient care are measured.

Note: As you revise your writing, check out the resources listed on the Writing Center’s Writing Support page.

As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.

How might you engage stakeholders to help develop, implement, and sustain a vision to actually change and improve patient outcomes?

What arguments might be most effective in obtaining agreement and support?

What recommendations would you make to implement a proposed plan for change?

The following resources are required to complete the assessment.

APA Style Paper Tutorial [DOCX]. Use this for your report.

Requirements

Note: The requirements outlined below correspond to the grading criteria in the Outcome Measures, Issues, and Opportunities Scoring Guide. Be sure that your written analysis addresses each point, at a minimum. You may also want to read the Outcome Measures, Issues, and Opportunities Scoring Guide and Guiding Questions: Outcome Measures, Issues, and Opportunities [DOCX] to better understand how each criterion will be assessed Outcome Measures, Issues, and Opportunities in Healthcare.

Drafting the Report

Analyze organizational functions, processes, and behaviors in high-performing health care organizations or practice settings.

Determine how organizational functions, processes, and behaviors affect outcome measures associated with the systemic problem identified in your gap analysis.

Identify the quality and safety outcomes and associated measures relevant to the performance gap you intend to close. Create a spreadsheet showing the outcome measures.

Identify performance issues or opportunities associated with particular organizational functions, processes, and behaviors and the quality and safety outcomes they affect.

Outline a strategy, using a selected change model, for ensuring that all aspects of patient care are measured and that knowledge is shared with the staff.

Writing and Supporting Evidence

Write coherently and with purpose, for a specific audience, using correct grammar and mechanics.

Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style.

Additional Requirements

Format your document using APA style.

Use the APA Style Paper Tutorial [DOCX]. Be sure to include:

A title page and reference page. An abstract is not required.

A running head on all pages.

Appropriate section headings.

Properly-formatted citations and references.

Your report should be 6 pages in length, not including the title page and reference page.

Add your Quality and Safety Outcomes spreadsheet to your report as an addendum.

Portfolio Prompt: You may choose to save your report to your ePortfolio.

Competencies Measured

By successfully completing this Outcome Measures, Issues, and Opportunities in Healthcare assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 1: Analyze quality and safety outcomes from an administrative and systems perspective.

Identify typical quality and safety outcomes and their associated measures.

Competency 3: Determine how specific organizational functions, policies, processes, procedures, norms, and behaviors can be used to build reliability and high-performing organizations.

Analyze organizational functions, processes, and behaviors in high-performing organizations.

Determine how organizational functions, processes, and behaviors support and affect outcome measures for an organization.

Identify performance issues or opportunities associated with particular organizational functions, processes, and behaviors and the quality and safety outcomes they affect.

Competency 4: Synthesize the various aspects of the nurse leader’s role in developing, promoting, and sustaining a culture of quality and safety.

Outline a strategy for ensuring that all aspects of patient care are measured and that knowledge is shared with the staff.

Competency 5: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.

Write coherently and with purpose, for a specific audience, using correct grammar and mechanics.

Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style.

 

Outcome Measures, Issues, and Opportunities in Healthcare

Outcome Measures, Issues, and Opportunities

Outcome quantifications of problems and the formation of opportunities to enhance patient care quality are critical undertakings in healthcare institutions. This is because they ascertain the performance and development of the concerned institution. High-performing companies employ suitable techniques that position with their overall objectives and mission to compute the client’s attitude towards the care they receive. Further, during this process, healthcare firms recognize any challenges for enhancement and embrace any chance to better their service. Hence, the outcome measure is a core component in patient management and can direct an institution’s performance. Moreover, an organization’s executive management and key stakeholders must guarantee proper direction for client outcome metrics. Therefore, this assessment will center on outcome measures, opportunities, and problems in high-performing healthcare institutions concerning client falls.

Evaluation of Organizational Roles, Procedures, and Conduct

Change dynamics are rife in the healthcare industry, meaning there is a need for consistent transformation to modifications because it helps institutions to keep up with sector dynamics (Karam et al., 2018). Essentially, high-performing healthcare institutions’ organizational functions, procedures, and conduct become critical in daily client care management. These institutions adopt specific metrics within their functionality that help recognize the knowledge loopholes and actions that can help fill them. In this context, safety and risk management, multidisciplinary cooperation, quality procedures, and leadership practice become significant components for attaining outcome measures of problems and developing chances to enhance the quality of care for clients. Further, this may also guarantee the institution’s competitiveness and development across the industry.

Furthermore, concerning the current issue of patient falls, healthcare organizations have been struggling with this issue. Since most of these falls can be predicted, mainly among senior citizens, they can be prevented if suitable measures are adopted. In addition, inpatient falls are a cardinal problem in high-performing institutions, and most continue to disregard it. If uncontrolled, the issue has tremendous adverse impacts on quality care and patient safety. Quality analysis, multidisciplinary cooperation, and leadership practice are significant areas in which institutions must invest to manage this challenge. Notably, many high-performing firms focus on client financial benefit and disregard the client’s measurable results that are fundamental in resolution-making directed toward solving crucial challenges and developing new opportunities.

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Analysis of How Organizational Roles, Processes, and Behaviors Affect Outcome Measures Linked to the Systemic Issue

These measures may differ from one institution to another, relying on the various key components like procedures, conduct, and roles related to it. Moreover, these components comprise the organizational culture, meaning institutional endeavors like leadership practice may establish specific roles within the firm. Further, the procedures may be established by the quality evaluation endeavors, while actions like cooperation may impact conduct. Outcome measures may assist the organization in recognizing its weaknesses and strengths and actions needed to achieve specific organizational outcomes. Additionally, the organizational role may impact outcome measures via company leadership. In partnership with pertinent divisions, the firm management defines and explains metrics to compute a specific result. In inpatient falls, the company leadership and management must design measurable outcomes via metrics acquired from the inpatient division of nursing, which deals with information regarding the fall occurrence frequency. The role of such divisions in information provision and client contact is vital in creating metrics for computing the outcomes of rising falls in the organization.

Additionally, regarding institutional procedures, endeavors like quality evaluation can precisely explain and impact the outcome measures in the facility. Quality evaluation in a hospital environment encompasses an all-inclusive examination of human procedures, tools utilized, availability of norms and policy, level of care, and client recovery procedure. Thus, all these procedures substantially impact the outcome measures; in this situation, rising falls. Further, organizational conduct entails behaviors that influence the functionality of distinct procedures within the facility. It is predominantly linked to the company culture harmonizing several divisions with the facility. Prevention of inpatient falls needs an interprofessional perspective to guarantee a safe setting for the client and decrease injuries linked to the issue. Intrinsically, multidisciplinary partnership via culturalization of the facility possesses influence as part of the company behavior in the establishment of outcome measures.

Quality and Safety Outcomes and Associated Measures Pertinent to Rising Patient Falls

Inpatient falls originate from quality and safety hitches in a healthcare facility. The quality and safety results are thus pertinent in the data gathering and explanation regarding the level of inpatient falls in a healthcare institution. Notably, quality and safety tools should be used appropriately for computing the outcomes concerning the quantification of healthcare procedures, client attitudes, systems, and facility structure. Guaranteeing an appropriate system that obtains information on the frequency of the issue is critical. This will be used on the measures obtained from the results to prevent inpatient fall occurrence.

Furthermore, because most patient falls also originate from the ambulation associated with movements, they can be averted or minimized greatly with suitable quality and safety metrics. To minimize these falls, healthcare facilities and all relevant caregivers must give the most vulnerable patients, in this case, senior citizens, safety companions. This will aid the patients in their mobility, preventing strains and struggles. The facility can complement these safety companions with video monitoring (Bayen et al., 2017). Since most hospitals are understaffed, it may be challenging for nurses to follow these patients everywhere. Thus, video monitoring may assist in observing the patients’ movements. Apart from senior citizens, healthcare facilities must recognize other high-risk patients, like those with leg and hand injuries. Additionally, safety rounds are another measure that can be used to supervise and avert patient falls. Some patients are vulnerable to falling from their hospital beds. When there is no video monitoring, it may be difficult to know whether a patient has fallen from their bed. However, a bed alarm can be used to prevent the issue for patients who fall from their beds. If the patient wants to climb down, this alarm may be handy because it will alert the caregiver that a specific patient needs assistance. Thus, identifying the weak areas that contribute to increased falls is vital to avoid issues related to falls like prolonged hospital stays for patients.

Performance Problems or Opportunities Linked to Specific Organizational Roles, Procedures, and Behaviors

Remarkably, operation chances and problems are linked with specific facility behaviors, processes, and roles and the safety and quality outcomes they impact when it comes to inpatient falls. Appropriate management, resource allocation, and leadership can significantly deal with the issue. Further, the participation and prevention of this issue cut across the board, meaning every stakeholder has a mandate and duty to fulfill. Collaboration to minimize the issue and its effects may play a significant function.

The facility is mandated to guarantee that clients are cared for in a secure and safe setting with no hazards that can foster falls. Ensuring that all stakeholders are trained about the issue, beds are safe, and the video monitoring system is functional throughout can assist in reducing risks associated with inpatient falls. A safety culture must be adopted (Lee et al., 2019). Further, even though staffing issues remain an impediment, healthcare facilities must possess an acceptable patient-nurse ratio. This means that nurses will not be overwhelmed by working long hours, leading to burnout that lowers the care quality and nurse satisfaction (Dall’Ora et al., 2020). Also, it is vital for the facility to possess a system that captures the adverse event because it will help in understanding areas that need enhancement.

Moreover, healthcare providers are mandated to offer quality and safe care. These employees must act all the time professionally and follow all the codes.For example, these professionals help patients who cannot walk or have limited mobility. Also, in collaboration with people from the IT department, caregivers are mandated to monitor patients through video. Collecting and maintaining data related to falls is also the professionals’ mandate.

In addition, patients also must say safe by following the set regulations. If a hospital policy does not allow some vulnerable patients to leave their beds alone, they must use the provided bed alarms to ask for help. Following these simple rules determines whether the patient’s stay will be prolonged because of fall-related injuries.

Strategy for Ensuring that all Aspects of Patient Care are Measured and that Knowledge is Shared with the Staff

Many healthcare organizations disregard this issue of falls and act after the damage is done. These falls alter the patient’s quality of life because some are forced to prolong their stay at the facility or live with lifelong injuries. Hence, healthcare institutions must embrace a strategy that helps minimize the issue. This strategy should be employed via a change model. Additionally, all features of patient care must be computed and that understanding shared with relevant employees, spotlighting the current opportunities for multidisciplinary collaboration.

Further, change models are guidelines for the execution of transformations from the beginning through application to the assessment phase. In this case, concerning patient falls, Lewin’s change model is the most suitable because it develops the demand or urge for transformation, the shifting towards a modern, appropriate level of institutional conduct, and reinforces the acquisition of new behavior (Hussain et al., 2018). The metrics via information gathering are crucial in initiating the frequency and grounds of these falls. Through transformation execution, staff members will be educated and trained on gathering data and computing the patient’s features. Further, the trends and information regarding the issue will be shared among all pertinent facility units and staff members to improve their cooperation. Evidence-based education on employees about the measures related to falls must be encouraged.

In conclusion, outcome measures of challenges offer the development of chances, ultimately enhancing patient care quality. Appropriate information-gathering measures combined with a multidisciplinary partnership are crucial in guaranteeing that inpatient falls are minimized to ensure the quality and safety of patients. Further, knowledge sharing is critical because it fosters this collaboration and transparency among healthcare providers. Embracing a change model is also essential because it certifies the new measures are embraced and that a standard perspective is included in the facility to assist in solving the issue permanently.

References

Bayen, E., Jacquemot, J., Netscher, G., Agrawal, P., Tabb Noyce, L., & Bayen, A. (2017). Reduction in fall rate in dementia managed care through video incident review: pilot study. 
Journal of medical internet research
, 
19
(10), e339.

Dall’Ora, C., Ball, J., Reinius, M., & Griffiths, P. (2020). Burnout in nursing: a theoretical review. 
Human resources for health
, 
18
, 1-17.

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. 
Journal of Innovation & Knowledge
, 
3
(3), 123-127.

Lee, S. E., Scott, L. D., Dahinten, V. S., Vincent, C., Lopez, K. D., & Park, C. G. (2019). Safety culture, patient safety, and quality of care outcomes: a literature review. 
Western journal of nursing research
, 
41
(2), 279-304.

Karam, M., Brault, I., Van Durme, T., & Macq, J. (2018). Comparing interprofessional and interorganizational collaboration in healthcare: A systematic review of the qualitative research. 
International journal of nursing studies
, 
79
, 70-83. Outcome Measures, Issues, and Opportunities in Healthcare

Executive Summary on Inpatient Fall Healthcare Gap Analysis

Executive Summary

Healthcare professionals constantly try to enhance patient safety and quality of care in their organizations. Healthcare is founded on EBPs, and when a care gap is recognized in the facility, a multidisciplinary team must propose evidence-based transformation and execute an enhancement strategy (Braithwaite, 2018). This executive summary submits evidence-based interventions to tackle a healthcare gap that has affected inpatient fall aversion results.

Quality and Safety Outcomes

The fall rate is critical since it computes falls per unit period or patient population. The incident rate per 1000 PDs is the yardstick for assessing inpatient falls (Cuttler et al., 2017). These falls are costly, and the yardstick helps healthcare institutions evaluate the fall results. Further, fall-linked hospitalizations occur when these fall cause significant injuries that need hospitalization. When the tally of fall-associated healthcare facility admissions is trailed, intuitions on the effects of falls on client morbidity are discerned.

Strategic Value to the Institution

The inpatient fall rate is indicated in this metric as the perceived ratio of falls. For instance, 1.0 may demonstrate that falls are consistent with projections, while a figure greater than 1 demonstrates that the fall rate was adverse to the projections.

Moreover, these fall mirror system breakdowns in institutional procedures, frameworks, quality enhancement interventions, and procedures, and assessing them may enhance the facility’s safety culture. The facility’s safety culture is associated with patient outcomes, safety, and quality (Montejano-Lozoya et al., 2020).

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Healthcare organizations failing to measure fall rates can affect patient care. Some instant consequences of falls comprise pain and psychological and physical agony. In addition, prolonged hospital stays and loss of trust in healthcare are long-term impacts of falls. Notably, the multidisciplinary hospital team tackling this adverse occurrence may suffer from low quality of life and mental-related issues (Winning et al., 2018). Further, litigation, decreased professional belief, and social segregation affect these healthcare providers. Moreover, the health organization may suffer costs related to these falls. The falls have been clustered as non-reimbursement hospital-acquired situations by the Centers for Medicare and Medicaid Services. Thus, the hospital is compelled to encompass these costs in its cumulative loss. Also, the healthcare organization may experience a decrease in worker morale, causing personnel loss. Current outcome metrics offer data that guarantee the facility can fix the issue, enhance patient and worker welfare, and decrease expenses.

Relationship Between Care Delivery and Quality and Safety Results

According to my facility’s fall yardsticks, existing fall prevention and patient safety interventions are unsuccessful. Additionally, many components impact care delivery leading to negative results. For example, the coronavirus brought problems to the facility, leading to the overworking of scarce hospital personnel. This means there is a direct link between inpatient falls and nurse staffing. Further, burnout because of overworking may lead to a decline in the quality of care and patient safety. Due to this staff strain, the assessment procedure for quality and client safety interventions may have deteriorated. Also, adding specific metrics may help my facility create a complete image of fall results and reduce the rate and impact Executive Summary on Inpatient Fall Healthcare Gap Analysis.

Fall Rates Help Fall Interventions Linked to Safety and Quality Culture

The fall ratios presented in 2020 reaffirm the gains of my facility’s fall aversion interventions linked to the safety and quality culture of the institution. Further, my facility adopted Fall TIPS, a client-focused fall prevention tool kit, in mid-2019, and an all-inclusive training started in September (Dykes et al., 2017). Fall TIPS was executed in all facility divisions at the beginning of 2020, with fall metrics being trailed for consistency and progression. The QI intervention led to a 35% decrease in documented inpatient falls by mid-2020. Further, the remaining half of 2020 was plagued by increased falls due to the pandemic strains. Additional evaluation of the existing fall intervention recognized initiatives that improve patient quality and safety. Further, among the appropriate results is the instigation of a committee that will coordinate backdated assessments of existing fall rates. Evaluating near-miss events, guaranteeing the steadiness of fall evaluation components, and encompassing multidisciplinary lineups in Fall TIPS will help to enhance client safety and fall rate quality.

Additionally, client-centred metrics positioned with healthcare professionals’ goals may promote a quality and safety culture. The capability to give safe, high-quality care needs a healthy work-life balance. Further, embracing evidence-based safety initiatives can positively impact client outcomes, worker confidence, and workplace morale. People and institutions are appreciated for their role to fall interventions, strengthening the common duty for client safety.

Notably, my facility’s strategic plan may become irrelevant because of the existing nurse shortage and burnout. The hospital must observe the positive results recorded during the first half of 2020 before the pandemic and use them to close this gap. The existing intervention to tackle these falls is sufficient and may be amplified and transformed later. However, the facility must ensure that it has adequate staff members to avoid issues related to burnout and staff turnover. Employing more nurses means that there will be a massive pool of individuals who will assist each other in minimizing the issue of inpatient falls. Even though nurses will get help from IT department personnel regarding video monitoring, it is prudent for the facility to work on the nurse shortage.

Leadership Function in Executing and Sustaining the Proposed Transformations

Video monitoring and evidence-based educational program will aid in reducing inpatient fall in the facility. This education will encompass non-hospital personnel like family members, meaning leadership is needed. Every team must have a leader who will coordinate training and education. The leadership will offer coaching and guidance to the multidisciplinary team encompassed in the execution. By providing direction and help, the leaders assist these people in learning about the issue, building their expertise in handling it and feeling certified to embrace the changes. Further, implementing the changes requires resources, and the leadership will secure critical resources. Ensuring that the execution team has these resources means embracing the transformation becomes easy. The leadership will also supervise and assess outcomes frequently. This means the facility leadership must possess data collection mechanisms that will assist in recognizing areas of enhancement. Furthermore, having a nurse-led committee conducting weekly examinations of fall rates will help give updated and pertinent data to all facility employees. Lastly, leadership will assist in communicating the rationale and goal of change. Without articulating the goal, the transformation may fail (Men et al., 2020). Thus, leaders must ensure everyone on the multidisciplinary team comprehends the significance and aim of the transformation Executive Summary on Inpatient Fall Healthcare Gap Analysis.

In conclusion, facilities must embrace strategies that improve safety and quality. Employees and patients must be safeguarded from any dangers that may lead to reduced quality of life or even mortality. Any current gaps, like inpatient gaps, must be tackled using evidence-based practice. Using a multidisciplinary team can improve safety and quality outcomes, leading to an improved facility culture.

References

Braithwaite, J. (2018). Changing how we think about healthcare improvement. 
Bmj
, 
361
.

Cuttler, S. J., Barr-Walker, J., & Cuttler, L. (2017). Reducing medical-surgical inpatient falls and injuries with videos, icons and alarms. 
BMJ open quality
, 
6
(2), e000119.

Dykes, P. C., Duckworth, M., Cunningham, S., Dubois, S., Driscoll, M., Feliciano, Z., … & Scanlan, M. (2017). Pilot testing fall TIPS (tailoring interventions for patient safety): a patient-centered fall prevention toolkit. 
The Joint Commission Journal on Quality and Patient Safety
, 
43
(8), 403-413.

Men, L. R., Yue, C. A., & Liu, Y. (2020). “Vision, passion, and care:” The impact of charismatic executive leadership communication on employee trust and support for organizational change. 
Public Relations Review
, 
46
(3), 101927 Executive Summary on Inpatient Fall Healthcare Gap Analysis.

Montejano-Lozoya, R., Miguel-Montoya, I., Gea-Caballero, V., Mármol-López, M. I., Ruíz-Hontangas, A., & Ortí-Lucas, R. (2020). Impact of nurses’ intervention in the prevention of falls in hospitalized patients. 
International Journal of Environmental Research and Public Health
, 
17
(17), 6048.

Winning, A. M., Merandi, J. M., Lewe, D., Stepney, L. M., Liao, N. N., Fortney, C. A., & Gerhardt, C. A. (2018). The emotional impact of errors or adverse events on healthcare providers in the NICU: the protective role of coworker support. 
Journal of advanced nursing
, 
74
(1), 172-180.

 

Executive Summary on Inpatient Fall Healthcare Gap Analysis

Write an executive summary, 4-5 pages in length, of existing outcome measures related to a performance issue uncovered in your gap analysis that you intend to address.

Introduction

Note: Each assessment in this course builds on the work you completed in the previous assessment. Therefore, you must complete the assessments in this course in the order in which they are presented.

As a nurse leader, you must be able to access, identify, and describe outcome measures as they relate to safety and quality problems in your organization.

This assessment provides an opportunity to examine existing outcome measures, assess their strategic value, and present your findings to executive leaders in a manner that will help you gain their support.

Quality and safety are everyone’s responsibility as a team of interprofessional care delivery partners. Together we develop policies that support quality and safe care delivery. As part of the interprofessional team, nurses are leaders in care and thus are responsible and accountable for leading and providing safe quality care.

Health care delivery is structured around evidenced-based information. Quality is defined by exploring proven, evidenced-based information. After reviewing and defining evidenced-based information, the interprofessional team applies this knowledge to assess the organization’s or the practice setting’s ability to provide evidenced-based care delivery. When a gap in care is identified, it is important to propose an evidenced-based change and to execute a plan for improved care.

Your summary of relevant outcome measures is based on your findings from the quality and safety gap analysis you completed in the previous assessment.

Preparation

Your analysis of the gap between current and desired performance was the first step toward improving outcomes. You now have the information you need to move forward with proposed changes. Your next step is to focus on existing outcome measures and their relationship to the systemic problem you are addressing. For this assessment, you have been asked to draft a summary of existing outcome measures for your organization’s executive team to raise awareness of the problem and the strategic value of existing measures.

Note: As you revise your Executive Summary on Inpatient Fall Healthcare Gap Analysis writing, check out the resources listed on the Writing Center’s Writing Support page.

As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.

Building stakeholder support is crucial to fostering and sustaining change. Therefore, as you approach this assessment, think about the stakeholders whose support you will need for the change you want to bring about.

What information is most essential for both the formal and informal stakeholders to understand about the proposed change?

How might you communicate the need for change using just a few sentences (this is often referred to as an “elevator speech”).

The following resources are required to complete the assessment.

APA Style Paper Tutorial [DOCX]. Use this for your executive summary.

Requirements

Note: The requirements outlined below correspond to the grading criteria in the Executive Summary Scoring Guide. Be sure that your written analysis addresses each point, at a minimum. You may also want to read the Executive Summary Scoring Guide and Guiding Questions: Executive Summary [DOCX] to better understand how each criterion will be assessed.

Composing the Executive Summary

Explain key quality and safety outcomes.

Determine the strategic value to an organization of specific outcome measures.

Analyze the relationships between a systemic problem in your organization or practice setting and specific quality and safety outcomes.

Determine how specific outcome measures support strategic initiatives related to a quality and safety culture.

Determine how the leadership team would support the implementation and adoption of proposed practice changes affecting specific outcomes.

Writing and Supporting Evidence

Write clearly and concisely, using correct grammar and mechanics.

Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style.

Additional Requirements

Format your document using APA style.

Use the APA Style Paper Tutorial [DOCX]. Be sure to include:

A title page and reference page. An abstract is not required.

A running head on all pages.

Appropriate section headings.

Properly-formatted citations and references.

Your Executive Summary on Inpatient Fall Healthcare Gap Analysis should be 4- 5 pages in length, not including the title page and reference page.

Portfolio Prompt: You may choose to save your executive summary to your ePortfolio.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 1: Analyze quality and safety outcomes from an administrative and systems perspective.

Explain key quality and safety outcomes.

Analyze the relationships between a systemic problem in an organization and specific quality and safety outcomes.

Competency 2: Determine how outcome measures promote quality and safety processes within an organization.

Determine how specific outcome measures support strategic initiatives related to a quality and safety culture.

Competency 3: Determine how specific organizational functions, policies, processes, procedures, norms, and behaviors can be used to build reliability and high-performing organizations.

Determine the strategic value to an organization of specific outcome measures.

Competency 4: Synthesize the various aspects of the nurse leader’s role in developing, promoting, and sustaining a culture of quality and safety.

Determine how a leadership team would support the implementation and adoption of proposed practice changes affecting specific outcomes.

Competency 5: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.

Write Executive Summary on Inpatient Fall Healthcare Gap Analysis clearly and concisely, using correct grammar and mechanics.

Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style

Quality and safety gap analysis in the provision of safe, high-quality patient care

Quality and Safety Gap Analysis

Healthcare providers continuously try to enhance patient safety and quality of care in their organizations. Furthermore, for these healthcare institutions to improve patient results, employees should place an incentive on safety and quality. This assessment evaluates the gap between existing and expected performance capability for inpatient fall safety. In addition, the evaluation has recognized inpatient fall safety as an organizational challenge at my facility. Also, the paper suggests particular practice modifications to enhance fall safety and quality patient results. The corporate operations, behaviors, and procedures will be elucidated.

Organizational Issue Linked to Negative Safety and Quality Results

A report by my organization’s quality and safety department discerned that patient safety and fall hindrances strategies and processes are unsuccessful, aggregating 5.1 falls per 1000 patient days. This is viewed as way above the national average, meaning the healthcare facility must strive to close this gap by adopting specific strategies. Notably, the falls are common among senior citizens. CDC (2020) asserts that falls among these group is expensive, and every year, $50 is used on medical expenses linked to non-fatal injuries, while $754 is utilized on fatal falls. Furthermore, the long-term effects of these falls on patients comprise disability, leading patients to lose work and rely on family, caregivers, and friends for mobility. This can cause a decrease in the person’s quality of life (Florence et al., 2018) Quality and safety gap analysis in provision of safe, high-quality patient care.

Moreover, several consequences exist when a healthcare organization does not tackle these falls. Some experts claim that some of these repercussions are instant and comprise pain that may be psychological or physical (Montejano-Lozoya et al., 2020). Also, increased hospital stays and loss of trust in the community in safe healthcare delivery are some of the long-term outcomes of inpatient falls. The multidisciplinary group culpable for the negative occurrence at the facility may also suffer from reduced quality of life and mental health issues like depression and anxiety. Healthcare providers may also face legal challenges, loss of confidence, and social segregation. Like the patients and healthcare providers, the healthcare institution also suffers specific repercussions because of this gap. These consequences include decreased staff morale, leading to employee turnover. Notably, patient falls have been recognized by the Centers for Medicare and Medicaid Services (CMS) as among the eight
never occurrences
for healthcare organizations (King et al., 2016). These never occurrences are high-volume and cost occurrences that evidence-based directions can avert.

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Bridging the Gap Between Existing and Projected Outcomes

Many falls and linked injuries emanate from healthcare systems procedures and frameworks (Jones et al., 2019). The recognized safety performance disparity is inpatient care dispatch. The capability of my organization to sustain and maintain policies and results in 2020 was disrupted by the coronavirus, which led to an increased nursing shortage. Further, there is a link between patient falls and nursing staffing. A healthcare facility with a nursing shortage will likely see a rise in patient falls because most nurses are tired from working long hours, causing burnout. Moreover, burnout can impair the employees’ capability to offer quality and safe care. Systemic quality prevention was not emphasized during the pandemic, even though it subjected employees to increased workloads. Presumptions can be established that healthcare professionals want to offer patients excellent care and an improved work-life balance. These professionals wish for safe and enhanced care, meaning they do not want increased patient falls in their organizations.

Moreover, the suggested transformations will reduce the gap between existing and projected performance levels and enhance safety and quality outcomes. The preventions are aligned with the facility’s strategic plan and are emphasized based on their effect on patient safety, care quality, and facility outcomes. Also, adopting a multidisciplinary perspective to safety and quality endeavors is more successful than a nurse-centred framework. Further, bundling procedures may decrease the threat of falls. Notably, because of the nursing shortage, the initial practice modification is to apply extra client care positions to enhance the facility’s general safety culture and quality of care.

Prioritization of Projected Changes

The facility I work for prioritizes patient safety, as denoted in its mission statement. EBP, team-structured settings, and patient-centred care must be emphasized when organizing practice modifications within an institution.

Video monitoring is one program that can minimize falls and enhance patient safety (Chu, 2017). Effective prevention metrics linked to this monitoring include redirecting patients, observing their conduct, and apprising the nurse utilizing the overhead paging system. This program should also include technicians offering a web of care and monitoring, relieving nursing staff from technological-related stress. Further, creating an interprofessional fall education program for patients, families, and healthcare providers is another scheme to be emphasized. Education will help these stakeholders to understand how to prevent and minimize these falls. A committee to conduct weekly checks on existing falls will be created.

Fostering a Safety and Quality Culture

The proposed transformations will promote a safety and quality culture. Positive institutional cultures are continuously linked with enhanced client results, high quality of work-life balance, reduced patient falls, and raised patient satisfaction. By using the Leapfrog hospital safety grades that assess facilities on risk-adjusted readmissions and deaths will be discerned. Further, the satisfaction of patients can be gathered via the Hospital Consumer Assessment of Healthcare Providers and Systems survey. Nonetheless, the existing culture in my facility shows that less than 35% of employees would recommend employment, while less than 30% trust the facility management.

Impact and Contributions of Institutions on Shaping Safety and Quality Results

An institution’s culture involves shared values, behavioral patterns, and beliefs that guarantee organizations offer composite and high-quality care. All hospital stakeholders, from the hospital executives to healthcare providers must mirror the firm’s primary needs. Positive results happen when top leadership galvanizes performance that is patient-focused and positioned with healthcare providers’ priorities. On the contrary, healthcare providers’ viewpoint is focused on finances. Moreover, meeting client needs positions with the facility’s ability to offer quality and safe care Quality and safety gap analysis in provision of safe, high-quality patient care.

Justifications for Institutional Roles, Procedures, and Conduct Change

The existing fall rate for my facility is 5.1 falls per 1000 PDs, which is higher than the average. Further, patient quality and safety are inevitably related to interprofessional interventions, staffing levels, company culture, and work-life balance. Executing these transformations will help improve the ever-changing cycle of my institution’s patient safety crusade and culture. Further, video surveillance will assist in averting falls by offering another program for nurses and an extra web of monitoring offered by technicians. Also, by instituting an interprofessional fall aversion scheme, the organization can enhance the work-life balance and fall rates while raising job satisfaction and guaranteeing increased dependability. In addition, the organization’s top executives must position its culture with client projections to be effective Quality and safety gap analysis in provision of safe, high-quality patient care.

In summation, healthcare organizations must adopt programs that enhance quality and safety. Any gaps that may lead to a reduction in patient outcomes and safety quality must be addressed via evidence-based initiatives. Patient falls are common in hospital settings, and healthcare organizations must strive to develop initiatives that minimize these gaps. The facility must involve every stakeholder for optimal results.

References

CDC. (2020, July 9).
Cost of older Adult Falls
. Centers for Disease Control and Prevention. Retrieved May 4, 2023, from https://www.cdc.gov/falls/data/fall-cost.html

Chu, R. Z. (2017). Preventing inpatient falls.
Nursing
,
47
(3), 24–30. https://doi.org/10.1097/01.nurse.0000512872.83762.69

Florence, C. S., Bergen, G., Atherly, A., Burns, E., Stevens, J., & Drake, C. (2018). Medical costs of fatal and nonfatal falls in older adults.
Journal of the American Geriatrics Society
,
66
(4), 693–698.
https://doi.org/10.1111/jgs.15304

Jones, K. J., Skinner, A., Venema, D., Crowe, J., High, R., Kennel, V., Allen, J., & Reiter‐Palmon, R. (2019). Evaluating the use of multiteam systems to manage the complexity of inpatient falls in rural hospitals.
Health Services Research
,
54
(5), 994–1006. https://doi.org/10.1111/1475-6773.13186

King, B., Pecanac, K., Krupp, A., Liebzeit, D., & Mahoney, J. (2016). Impact of fall prevention on nurses and care of fall risk patients.
The Gerontologist
. https://doi.org/10.1093/geront/gnw156

Montejano-Lozoya, R., Miguel-Montoya, I., Gea-Caballero, V., Mármol-López, M. I., Ruíz-Hontangas, A., & Ortí-Lucas, R. (2020). Impact of nurses’ intervention in the prevention of falls in hospitalized patients.
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(17), 6048. https://doi.org/10.3390/ijerph17176048 Quality and safety gap analysis in provision of safe, high-quality patient care

 

Quality and safety gap analysis in provision of safe, high-quality patient care

Write an analysis, 4-5 pages in length, of the gap between current and desired performance, with respect to the provision of safe, high-quality patient care.

Introduction

Note: Each assessment in this course builds on the work you completed in the previous assessment. Therefore, you must complete the assessments in this course in the order in which they are presented.

As a nurse leader, you must be able to assess your organization’s ability to deliver safe, high-quality patient care. In so doing, you may be required to perform a gap analysis of a quality or safety issue as the first step in improving outcomes. Failure to meet benchmarks for safe and effective patient care can have reimbursement, regulatory, and legal consequences.

This assessment provides an opportunity to develop the knowledge, skills, and attitudes required to successfully implement changes that improve patient outcomes by:

Evaluating the current culture of an organization.

Performing an outcomes gap analysis.

Determining what changes are needed to bridge the gap.

Examining current thinking on this topic contained in the literature.

Quality and safety gap analysis in provision of safe, high-quality patient care

Quality and safety are everyone’s responsibility as a team of interprofessional care delivery partners. Together we develop policies that support quality and safe care delivery. As part of the interprofessional team, nurses are leaders in care and thus are responsible and accountable for leading and providing safe quality care.

Health care delivery is structured around evidenced-based information. Quality is defined by exploring proven, evidenced-based information. After reviewing and defining evidenced-based information, the interprofessional team applies this knowledge to assess the organization’s or the practice setting’s ability to provide evidenced-based care delivery. When a gap in care is identified, it is important to propose an evidenced-based change and to execute a plan for improved care.

Your quality and safety gap analysis will provide the basis for the remaining assessments in this course.

Preparation

As a nurse leader, you are fully aware of the hazardous nature of health care and that organizations must continually seek to improve the quality and safety of the care they provide to patients. For this assessment, you will identify a systemic problem in your organization, practice setting, or area of interest associated with adverse quality and safety outcomes (for example, an increase in the incidence of falls or medical errors) and analyze the gap between current and desired performance.

Note: As you revise your writing, check out the resources listed on the Writing Center’s Writing Support page.

As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.

Culture and process contribute to our ability to develop and sustain quality and safety in a health care organization. By exploring these topics, you can analyze where you may have gaps in practice that affect outcomes. In addition, organizations must create benchmarks for outcomes to determine whether they are meeting quality and safety goals.

What does your organization measure, related to quality and safety, and why?

Are there certain aspects of your organization’s culture and processes that support or hinder quality and safety?

Is the organization meeting outcome measurement benchmarks?

If not, how might you address those gaps in performance? What system could be developed to support a change to close a particular gap?

The following resources are required to complete the assessment.

APA Style Quality and safety gap analysis in provision of safe, high-quality patient care Paper Tutorial [DOCX]. Use this for your gap analysis.

Requirements

​Note: The requirements outlined below correspond to the grading criteria in the Quality and Safety Gap Analysis Scoring Guide. Be sure that your written analysis addresses each point, at a minimum. You may also want to read the Quality and Safety Gap Analysis Scoring Guide and Guiding Questions: Quality and Safety Gap Analysis [DOCX] to better understand how each criterion will be assessed.

Conducting the Analysis

Identify a systemic problem in your organization, practice setting, or area of interest that contributes to adverse quality and safety outcomes.

Propose specific practice changes that will improve quality and safety outcomes and bridge the gap between current and desired performance.

Prioritize proposed practice changes.

Determine how proposed practice changes will foster a culture of quality and safety.

Determine how a particular organizational culture or hierarchy might affect quality and safety outcomes.

Justify necessary changes with respect to functions, processes, or behaviors, specific to your organization.

Writing and Supporting Evidence

Communicate analysis data and information clearly and accurately, using correct grammar and mechanics.

Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style.

Additional Requirements

Format your document using APA style.

Use the APA Style Paper Tutorial [DOCX]. Be sure to include:

A title page and reference page. An abstract is not required.

A running head on all pages.

Appropriate section headings.

Properly-formatted citations and references.

Your analysis should be 4–5 pages in length, not including the title page and reference page.

Portfolio Prompt: You may choose to save your gap analysis to your ePortfolio.

Competencies Measured

By successfully completing this Quality and safety gap analysis in provision of safe, high-quality patient careassessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 1: Analyze quality and safety outcomes from an administrative and systems perspective.

Identify a systemic problem in an organization related to adverse quality and safety outcomes.

Propose specific practice changes within an organization that will improve quality and safety outcomes and bridge the gap between current and desired performance.

Prioritize proposed practice changes.

Competency 2: Determine how outcome measures promote quality and safety processes within an organization.

Determine how proposed practice changes will foster a culture of quality and safety.

Competency 3: Determine how specific organizational functions, policies, processes, procedures, norms, and behaviors can be used to build reliable and high-performing organizations.

Determine how a particular organizational culture or hierarchy might affect or contribute to adverse quality and safety outcomes.

Justify necessary changes to particular organizational functions, processes, and behaviors that correct or mitigate adverse quality and safety outcomes.

Competency 5: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.

Communicate analysis data and information clearly and accurately, using correct grammar and mechanics.

Integrate relevant and credible sources of evidence to support assertions, correctly formatting citations and references using APA style Quality and safety gap analysis in provision of safe, high-quality patient care

change strategy and implementation in nursing example essay

Change Strategy and Implementation

Hospitals develop and execute change strategies to enhance care quality and patient satisfaction. At distinct points in the operation, healthcare institutions must adopt change plans to help transform and meet client and industry needs. Improving and changing the quality of care environment for a specific illness is composite and needs input from healthcare professionals, families, and the patient to recognize gaps, create meaningful interventions, and guarantee that these interventions enhance care and results. The assessment’s central focus is type 2 diabetes, characterized by insulin resistance, high blood sugar, and a lack of insulin. The condition must be controlled and managed frequently to avert elevated issues, which may lead to adverse effects. Change strategies like evidence-based education to manage the illness can help improve outcomes. This education will be successful via the collaboration of different healthcare professionals.

Data Table

Current State

Change Strategies

Projected Outcomes

Patients with this type of diabetes lack sufficient support systems

i). Encounter feelings of anxiety and powerlessness

ii). Less compliant with medication and therapy

iii). At an elevated risk of complications like renal failure and amputations linked to non-adherence

Education on illness medication compliance, procedures, insulin administration, finger stick glucose check, lifestyle changes, complications, and coping mechanisms

 

 

Patients will possess one support

Patients will comply with medications and decrease complications

 

Proposed Change Strategy: Patient Education

Changing the current care environment for diabetic type 2 patients will require evidence-based patient education. The education aims to offer patients skills and understanding to manage their lifestyle habits and clinical situations. Many patients fail to adhere to medications and lifestyle changes leading to an increased risk of complications. If the education strategy is effective, patients will attain metabolic control, avert acute and chronic complications, and enhance the patient’s quality of life (Cruz‐Cobo & Santi‐Cano, 2020). This means the patients will achieve optimal control of the illness. The methods to be applied in diabetes primary care comprise group and personal learning, techniques that can be amalgamated and modified according to the needs and attributes of the patients.

Notably, this education change strategy has encountered critical transformations. Cognitive, psychosocial, technological, clinical, and behavioral elements will be integrated into the teaching-learning and content strategies. The contents of this strategy will be founded on: the transformation of lifestyle (diet, physical exercise), increased understanding of the illness and its management, adherence to medications, and coping mechanisms (Figueira et al., 2017). This education will need an interdisciplinary team to achieve optimum results. Thus, doctors, nutritionists, nurses, and psychologists will partner to offer this education to patients. The patients will experience improved healthcare outcomes with educational support from these professionals. For instance, medication adherence and lifestyle changes will lead to high-quality care.

How Patient Education Leads to Care Improvement

Excellent patient education may lead to patient safety. When education involves different healthcare providers, they learn more about the patient and offer safe services. This may assist in tailoring the patient’s care successfully. Today, patients are involved in medical decisions, and arming them with knowledge and offering them greater control and management of their care may lead to excellent results. For example, when patients understand the type of exercise they are supposed to undertake or the type of food to eat, their safety is preserved. Further, sharing health education about insulin administration or finger stick glucose checks with patients ensures that patients do it safely, enhancing health outcomes. Notably, since education improves safety, it leads to the minimization of healthcare providers’ liability. Also, since education fosters patient-focused care and elevates compliance with medication and therapy, the safety of the patients is improved.

Interprofessional Consideration

As healthcare delivery becomes more interrelated, coordinating diabetes care between physicians, nurses, social workers, dieticians, and pharmacists is becoming critical. Approaching care for diabetic patients from a team-based perspective may provide excellent quality care and patient satisfaction. This partnership means that inefficiencies will be reduced because the nurse communicates with every member involved in the treatment. Also, in interprofessional collaboration, the physician can delegate monitoring, education, and drug administration to other healthcare professionals leading to enhanced care. Treatments and evaluations will be conducted together, focusing on the client as a whole rather than a particular therapy or diagnosis. The collaboration leads to a safe and comprehensive healthcare system responsive to the patient’s needs change strategy and implementation in nursing example essay.

Communication

Change is difficult, and many stakeholders reject it. Thus, there is a need for open and effective communication that involves every member of the interprofessional team (Stouten et al., 2018). The hospital management must share its change vision of how the organization and patients will gain from this specific change strategy. Every stakeholder must be given a role in the change process to avoid feeling left out. Employees who feel engaged support the process, making it a success. Notably, if there are any modifications to the strategy, they should be communicated. Open communication is a two-way procedure, and it fosters values like transparency.

In conclusion, healthcare systems are constantly changing, and it is vital to comprehend elements that impact change and when this change is crucial. Change may take different strategies, and this assessment has focused on evidence-based education to assist type 2 diabetes patients. Education is vital for these patients because it helps encourage lifestyle change and medication compliance leading to quality outcomes and patient satisfaction change strategy and implementation in nursing example essay.

References

Cruz‐Cobo, C., & Santi‐Cano, M. J. (2020). Efficacy of diabetes education in adults with diabetes mellitus type 2 in primary care: a systematic review. 
Journal of Nursing Scholarship
, 
52
(2), 155-163.

Figueira, A. L. G., Boas, L. C. G. V., Coelho, A. C. M., Freitas, M. C. F. D., & Pace, A. E. (2017). Educational interventions for knowledge on the disease, treatment adherence, and control of diabetes mellitus. 
Revista latino-americana de enfermagem
, 
25
.

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literature. 
Academy of Management Annals
, 
12
(2), 752-788.

 

change strategy and implementation in nursing example essay

Analyze a professional environment and relevant data, and develop a change strategy (3-5 pages) and discuss how to implement it successfully.

Introduction

Note: Each assessment in this course builds on the work you completed in the previous assessment. Therefore, it is recommended that you complete the assessments in this course in the order in which they are presented.

Knowing the best practice for our patients is very important in providing safe and effective care. Understanding best practices can help nurses identify areas of care that need to be improved. To identify areas of need, nurses must use evidence from various sources, such as the literature, clinical practice guidelines (CPG), professional organization practice alerts or position papers, and protocols. These sources of evidence can also be used to set goals for improvement and best practices with an eye toward improving the care experience or outcomes for patients.

The challenge facing many care environments and health care practitioners is how to plan for change and implement changes. For if we cannot effectively implement changes in practice or procedure, then our goals of improving care will likely amount to nothing. This assessment focuses on allowing you to practice locating, assessing, analyzing, and implementing change strategies in order to improve patient outcomes related to one or more clinical goals.

This assessment will take the form of a data table to identify areas for improvement and to set one or more outcome goals, as well as a narrative describing a change plan that would help you to achieve the goals you have set.

Professional Context

One area in health care that it is necessary to consider is the environment in which nurses work. It is important that this environment evolves and changes so that all patients are adequately supported. For this assessment, you will develop a change strategy to improve the health care environment. These changes can be rooted in a desire to improve clinical outcomes and data related to assessment accuracy, drug administration, or disease recovery rates. A key skill for master’s-level nurses is to be able to evaluate clinical data and create a change plan to help drive improvements in the data to reach set goals.

Scenario

Consider a current environment. This could be your current care setting, the care setting presented in the scenario Vila Health: Using Concept Maps for Diagnosis, or a care setting in which you are interested in working. For the setting that you choose you will need to have a data set that depicts sub-optimal outcomes related to a clinical issue. This data could be from existing sources in the course, a relevant data set that already exists (a data set from the case study you used as a basis for your previous Concept Map assessment or from your current place of practice), or an appropriate data set that you have created yourself. (Note: if you choose to create your own data set, check with your instructor first for approval and guidance.)

After you have selected an appropriate data set, use your understanding of the data to create at least one realistic goal (though you may create more) that will be driven by a change strategy appropriate for the environment and goal.

Potential topics for this assessment could be:

Consider ways to help minimize the rate of secondary infections related to the condition, disease, or disorder that you focused on for your previous Concept Map assessment. As a starting point, you could ask yourself, “What could be changed to facilitate safety and minimize risks of infection?” change strategy and implementation in nursing example essay

Consider how to help a patient experiencing traumatic stress or anxiety over hospitalization. As a starting point, you could ask yourself, “How could the care environment be changed to enhance coping?”

Once you determine the change you would like to make, consider the following:

What data will you use to justify the change?

How can the team achieve this change with a reasonable cost?

What are the effects on the workplace?

What other implementation considerations do you need to consider to ensure that the change strategy is successful?

How does your change strategy address all aspects of the Quadruple Aim, especially the well-being of health care professionals?

Once the change strategy is implemented, how would you evaluate the efficiency and effectiveness of the care system if the desired outcomes are met?

Instructions

Your assessment submission should include a data table that illustrates the current and desired states of the clinical issue you are attempting to improve through your application of change strategies. Additionally, you will need to explain the rationale for your decisions around your chosen change strategies, as well as how the change strategies will be successfully implemented. The bullet points below correspond to the grading criteria in the scoring guide. Be sure that your change strategy addresses all of them. You may also want to read the Change Strategy and Implementation scoring guide and Guiding Questions: change strategy and implementation in nursing example essay Change Strategy and Implementation [DOCX] to better understand how each grading criterion will be assessed.

Develop a data table that accurately reflects the current and desired states of one or more clinical outcomes.

Propose change strategies that will help to achieve the desired state of one or more clinical outcomes.

Justify the specific change strategies used to achieve desired outcomes.

Explain how change strategies will lead to quality improvement with regard to safety and equitable care.

Explain how change strategies will utilize interprofessional considerations to ensure successful implementation.

Communicate the change plan in a way that makes the data and rationale easily understood and compelling.

Integrate relevant sources to support assertions, correctly formatting citations and references using current APA style.

Example assessment: You may use the assessment example, Assessment 2 Example [PDF], to give you an idea of what a Proficient or higher rating on the scoring guide would look like.

Submission Requirements

Length of submission: 3–5 double-spaced, typed pages, not including the title and reference pages. Your plan should be succinct yet substantive.

Number of references: Cite a minimum of 3–5 sources of scholarly or professional evidence that supports your goal setting, proposed change strategies, quality improvement, and interprofessional considerations. Resources should be no more than five years old.

APA formatting: The APA Template Tutorial [DOCX] can help you in writing and formatting your analysis. No abstract is required.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

Competency 1: Design patient-centered, evidence-based, advanced nursing care for achieving high-quality patient outcomes.

Develop a data table that accurately reflects the current and desired states of one or more clinical outcomes.

Competency 2: Develop change strategies for improving the care environment.

Propose change strategies that will help to achieve the desired state of one or more clinical outcomes.

Justify the specific change strategies used to achieve desired outcomes.

Competency 3: Apply quality improvement methods to practice that promote safe, equitable quality of care.

Explain how change strategies will lead to quality improvement with regard to safety and equitable care.

Competency 4: Evaluate the efficiency and effectiveness of interprofessional care systems in achieving desired health care improvement outcomes.

Explain how change strategies will utilize interprofessional considerations to ensure successful implementation.

Competency 5: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with organizational, professional, and scholarly standards.

Convey purpose of the assessment narrative in an appropriate tone and style, incorporating supporting evidence, and adhering to organizational, professional, and scholarly communication standards change strategy and implementation in nursing example essay