Discussion-Leadership Class: Interprofessional Organizational and Systems Leadership Module 1: Healthcare Environment Discussion: Review of Curren

Discussion-Leadership Class: Interprofessional Organizational and Systems Leadership

Module 1: Healthcare Environment

Discussion: Review of Curren

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Discussion-Leadership Class: Interprofessional Organizational and Systems Leadership

Module 1: Healthcare Environment

Discussion: Review of Current Healthcare Issues

If you were to ask 10 people what they believe to be the most significant issue facing healthcare today, you might get 10 different answers. Escalating costs? Regulation? Technology disruption?
These and many other topics are worthy of discussion. Not surprisingly, much has been said in the research, within the profession, and in the news about these topics. Whether they are issues of finance, quality, workload, or outcomes, there is no shortage of changes to be addressed.
In this Discussion, you examine a national healthcare issue and consider how that issue may impact your work setting. You also analyze how your organization has responded to this issue.

To Prepare:

1.Review the Resources and select one current national healthcare issue/stressor to focus on.
2. Reflect on the current national healthcare issue/stressor you selected and think about how this issue/stressor may be addressed in your work setting.

For the Discussion:
Post a description of the national healthcare issue/stressor you selected for analysis, and explain how the healthcare issue/stressor may impact your work setting. Then, describe how your health system work setting has responded to the healthcare issue/stressor, including a description of what changes may have been implemented. Be specific and provide examples.

Resources-4 WEBSITES






The healthcare stressor that I chose to discuss is Healthcare Staffing. I decided on this issue because it hits home for me. I think that this issue will be an ongoing one, and as a nurse leader, I come up with creative and enticing ways to combat it as Laureate education describes Leadership like pedaling a bike. You can pedal as fast as you want, but it’s the handlebars that will guide you. I like this analogy because Leadership isn’t one way. Short staffing of facilities affects the system as a whole. A nursing team works like a well-oiled machine. Each team member knows their specific duties, and everyone knows what they are to be doing at a given time. You take one member out of the sequence, and the whole system is disrupted and scrambled. Nurses and Nurses Aides are taking on more extensive assignments, potentially leading to increased mistakes and errors. The nurse to patient ratio currently is one nurse per six patients with the assistance of a Nursing Assistant. Now, the shortage of nurses is affecting all parts of the hospital system. For example, Emergency Rooms are experiencing longer wait times because the lack of nurses causes closure of ER wings. Shortages and wing closures limit the number of patients within rooms and thus backs up the waiting room, and wait times are longer. This type of situation can travel up to the Medical-Surgical wing. The patient ends up waiting longer for things like medications and bathroom trips. The longer waits can mean the patient will attempt to get to the desired destination without waiting for staff, and a fall occurs.
Firstly, I would address this issue from a Leadership standpoint by creating a trusting relationship between the Leadership and the nursing staff (Modern Healthcare, 2020). Developing trusting relationships and bonds will aid in building a positive work environment. A positive work environment is welcoming, no matter the circumstances. Nurses can encourage a positive work environment by being role models. Saying hello to staff as they walk on the unit. Saying things like “Turn around and run! We have a full house, and two nurses called off.” Saying things like this should be avoided because it creates a wave of negative tension. Try saying, “Here is the staffing and assignments for your shift, “I am very sorry for the way it looks, but I am here to help you in any way that I can. I will continue to work hard and find coverage for you. Please come get me if you need help with anything.”
Secondly, as a nurse leader, I would engage the team in recruiting and hiring events. Get feedback from the staff on the floor. Have them present at Career Fairs to answer any questions that potential new hires may have. At the current time, new hires are getting sign-on bonuses and increased wages. I would love to implement a stay on the program. The longer you stay, the higher the “Stay on” premium. Let’s offer this for every five years of service. The incentive to the employees should assist in recruiting efforts and the staff that has stuck around. We want to keep nurses and not drive them away. Positive reinforcement goes a long way (Jacobs, McGovern, Heinmiller & Drenkard, 2018). If the staff and nurses feel appreciated, they will be more likely to go the extra mile.

Jacobs, B., McGovern, J., Heinmiller, J. & Drenkard, K., (2018). Engaging Employees in Well-Being. Nursing Administration Quarterly, 42 (3), 231-245. DOI: 10.1097/NAQ.0000000000000303.

Laureate Education (Producer). (2015). Leading in Healthcare Organizations of the Future [Video file]. Baltimore, MD: Author.

How COVID-19 is changing healthcare staffing. (2020, October 19). Modern Healthcare, 50(38), 0019.

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