Change Leadership in Nursing: How Change Occurs in a Complex Hospital System

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Springer Publishing Company, 2012 - Business & Economics - 370 pages
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Brigham and Women's Hospital, a high-profile, complex, academic medical center in Boston, MA, is a founding member of the Partners HeathCare Sytem and is associated with Harvard Medical School and Dana Farber Cancer Institute. This truly unique volume chronicles the systemic efforts of the nursing department to make an already outstanding system even better. It provides access to a compelling story of institute-wide nursing practice today and how the opportunity for major change was embraced and successfully accomplished. Told from the perspective of ninety administrative and staff nurses, it serves as a model for change in similar institutions everywhere. Key Features.: Provides real world system level description of hospital-wide change initiated and implemented by nurses committed to safe quality patient care; Serves as a roadmap for institution-wide change for aspiring nurse leaders, including values to support, tools to develop or use, resources to be managed, key personnel to employ, and more; Offers nurse executives an array of catalytic ideas they can adapt to their own settings; Acts as a model for administrators and students in Masters and Doctoral Programs who are interested in seeing how change occurs in complex systems through personal engagement at all levels;. Brigham and Women's Hospital, a high-profile, complex, academic medical center in Boston, MA, is a founding member of the Partners HeathCare Sytem and is associated with Harvard Medical School and Dana Farber Cancer Institute. This truly unique volume chronicles the systemic efforts of the nursing department to make an already outstanding system even better. It provides access to a compelling story of institute-wide nursing practice today and how the opportunity for major change was embraced and successfully accomplished. Told from the perspective of ninety administrative and staff nurses, it serves as a model for change in similar institutions everywhere. Key Features.: Provides real world system level description of hospital-wide change initiated and implemented by nurses committed to safe quality patient care; Serves as a roadmap for institution-wide change for aspiring nurse leaders, including values to support, tools to develop or use, resources to be managed, key personnel to employ, and more; Offers nurse executives an array of catalytic ideas they can adapt to their own settings; Acts as a model for administrators and students in Masters and Doctoral Programs who are interested in seeing how change occurs in complex systems through personal engagement at all levels;. Foreword. Preface. PART ONE: AN INVITATION TO OUR READERS.: Introduction: The Invitation. 1. Beginning the Journey. PART TWO: CREATING THE CONDITIONS FOR CHANGE.: 2. Finding and Defining the Good. 3. Creating a Healthy Work Environment. 4. Strengthening the Practice of Nursing. 5. Ensuring the Voice of the Nurse: Designing, Developing, and Implementing a Committee Structure. 6. The Center for Nursing Excellence: Setting the Table. 7. The Center for Nursing Excellence: Initiatives and Innovations. 8. Beyond Regulatory Compliance: Our Quality Journey. PART THREE: FROM PRINCIPLES TO PROJECTS, PROGRAMS, AND PRACTICES.: . Section A. Institution-Wide Change 9. The Standards, Policies, and Procedures Steering Committee: Notes From the Field. 10. Change Through Narrative. 11. Change Through Clinical Experts: The APN Role and Impact. 12. The Ethics of Caring. 13. Technological Change. 14. Change Through Synergy: Crafting Partnerships. 15. Expanding Our Clinical Lens: Integrative Care. Section B. Service Area and Program Change 16. The Development of a Critical Care Leadership Team: Where We Have Been, Where We Are Now, and Where We Are Going. 17. Building Anew. 18. Neuroscience as Exemplar. 19. Changing and Enhancing Nurses' Roles. Section C. Individual Reflections on the Experience of Change 20. Values and Vision. 21. Leadership Stories. 22. The Nurse Educator. 23. Beyond Our Borders. 24. Why
  

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Contents

Joanne Disch
The Invitation
Finding and Defining the Good
Creating a Healthy Work Environment
Strengthening the Practice of Nursing
Designing Developing
Setting the Table
Initiatives and Innovations
Supportive Environment
Technological Change
Where
Building Anew
Neuroscience as Exemplar
Neuroscience Intensive Care Unit
Changing and Enhancing Nurses Roles
Individual Reflections on the Experience of Change

Our Quality Journey
Section A InstitutionWide Change
Change Through Narrative
Katie Fillipon and Marsha Milone
The APN Role and Impact
Nursing Resource Service
Leslie DeLisle
The Ethics of Caring
Martha Jurchak and Elizabeth EaganBengston
Leadership Stories
JoanM VitelloCicciu
Cynthia F Loring
Instructors View
Beyond Our Borders
Patrice K Nicholas
The Journey Through the Rearview Mirror
The Journey Continues Just Follow the Yellow Brick Road
Copyright

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About the author (2012)

Mairead Hickey, PhD, RN, FAHA, was the CNO and Senior VP, Patient Care Services, Brigham and Women's Hospital at the time this book was written. She now holds the position of Chief Operating Office and Executive Vice President at Brigham and Women's Hospital. Previous positions there include: VP, Women's and Specialty Services and Director, Quality Care Management. Other accomplishments include, Director, American Assoication of Critical Care Nurses, Institute for Nursing Healthcare Leadership, Boston; Program Committee Member, American Heart Association; and Member, Search Committee for President of MGH Institute for Health Professions. At Yale University School of Nursing, she was an associate professor and chair of the graduate program for medical-surgical clinical nurse specialists. She has written three monographs, two for AACN, and myriad research reports and presentations nationally. She has served on several editorial or review boards including "Journal of Cardiovascular Nursing, Research in Nursing and Health, Critical Care Nursing Clinics of North America, American Journal of Critical" Care, and others.

Phyllis Beck Kritek, PhD, MSN, FAAN, is a Conflict Engagement Specialist who works with nursing education programs and major nursing organizations and hospital systems, including New York University, AONE, Kaiser Permanente, and Brigham and Women's Hospital. Her previous accomplishments mark her as a leader in nursing education, including: Founding Director, Doctoral Program, UT Nursing, Galveston, where she also obtained the title Distinguished Professor of Nursing and was Chair, Department of Mental Health/Management; Professor and Dean, Marquette University College of Nursing; Founding Director, Doctoral Program and Research Center Director, University of Wisconsin-Milwaukee School of Nursing, and more. From 1991-1995 she was a member, Board of Governors and Chair, Council for Nurse Executives, NLN. From 1996-2004 she was member, Board of Trustees, CGFNS, and Treasurer and President of the Board. She is a Kellogg Leadership Fellowship Alumnae, and has received numerous awards and honors. She has authored two books through Jossey-Bass and NLN Press with many articles in peer-reviewed journals and chapters in books.

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