Nursing leadership (Toronto, Ont.)最新文献

The past two years have demonstrated that we are not in a "new normal" but in something "new altogether." As a result, incremental change will not be enough to support the nursing workforce now or in years to come. This commentary summarizes a series of cross-generational conversations about the structural change needed to enable nurses to learn, work and lead in the health system of the future. We examine a series of questions (What ifs?) intended to challenge what transformational structural change could look like and call on the Canadian nursing community to collectively lead reform within the profession.

There is a growing concern in education and healthcare that we are not adequately preparing or transitioning newly graduated nurses (NGNs) into the workplace. Several studies over the past decade have revealed relationships between the mental health of NGNs and their experience of the workplace environment. Even before the destabilizing impact of the global COVID-19 pandemic, overwhelming workload intensities were forcing nurses to become organizational task masters and crisis facilitators rather than clinical case managers and direct-care providers. This paper outlines numerous practical and evidence-based interventions for mitigating transition shock and assisting NGNs in successfully navigating the stages of transition.

While nursing is a profession built on collaborative relationships, a lack of unity and historically disparate power structures have become entrenched within the profession during our long history. We are still having many of the same conversations today about the state of the profession as we were 30 years ago. If we want nurses graduating today to enjoy vibrant careers that will see them holding different sorts of conversations about the profession in 2040, then a blueprint for action to optimize intraprofessional practice is required. This paper provides an overview of a recent pan-Canadian report, paints a picture of the current landscape of nursing in Canada and outlines several key strategies to begin transforming intraprofessional practice.

The COVID-19 pandemic has accelerated the adoption of virtual care in healthcare contexts globally, inclusive of nursing care. Along with the rapid adoption of virtual care by the nursing profession, reflections regarding how best to leverage virtual care in nurse-patient relationships and as an innovative model of care have begun to emerge in both the literature and nursing discourse. Subsequently, the purposes of this paper are to (1) provide a reflection on the significant innovation in virtual care in nursing that was established during the early phases of the COVID-19 pandemic and (2) suggest future strategic directions for the profession in order to retain the benefits related to virtual care becoming more widely adopted into various nursing roles and activities. It is hoped that through this reflection and presentation of strategic directions, nurses and their associated leadership can identify viable future pathways to help evolve the use and delivery of virtual care in the profession for a post-pandemic world.

For more than 10 years, Dr. Lynn Nagle has demonstrated true nursing leadership as the editor-in-chief of this journal. Her leadership has been evident through her many, many accomplishments, some of which include establishing the Canadian Nursing Informatics Association, induction as a fellow into both the American and Canadian Academies of Nursing, being named one of the top 10 Women Leaders in Digital Health in Canada, being recognized with the CNA's Centennial Nurse Award and designation with a Distinguished Alumni award, University of Rochester - just to name a few.

Repeated calls to adopt more robust workforce planning, particularly for the nursing workforce, stretch back decades. These calls have generally not been met with action by health system decision makers, and the negative consequences - widespread shortages, even in wealthy countries, and decreased quality of care despite increased costs - have come to pass much as predicted. In contrast to this historical pattern, this paper presents Nova Scotia Health's experience in planning for its critical care nursing workforce during COVID-19 as a case study in integrating evidence-based workforce planning into the operations of a healthcare organization.

Globally, healthcare systems have been pushed to the breaking point. The demands for public health and community-based care - traditionally underfunded - have escalated. Necessity expedited the use of technology for virtual care delivery within the Canadian healthcare system and in post-secondary education, overcoming years of resistance. Now, more than ever, transformation of nursing curricula is critical to the socialization of our professional identity, what nursing values and what it means to be a nurse who can demonstrate capabilities that go far beyond the image of the pandemic proclamations of nurses as heroes (Goodolf and Godfrey 2021). Sustaining the changes that have supported access to healthcare delivery and post-secondary education throughout the pandemic will require vision and leadership. It will mean positioning nursing within the health professions to have a voice of influence, be visible, be recognized as essential to decisions that affect health and inform healthcare directions that are equity oriented and grounded in the social determinants of health and social justice.

With a global nursing workforce shortage upon us, governments and health system decision makers are becoming alarmed at the potential risk to service delivery if solutions are not found. However, nurses know that what constitutes the fundamental threat to a healthy healthcare system is not the hard work of nursing, but rather the demoralizing conditions under which many nurses strive to practise their profession. This commentary examines the context for some of those conditions and encourages a collective commitment to articulating our vision for the profession in a manner that is sufficiently forceful to be effective.

The Canadian Academy of Nursing (the Academy) was established in 2019 to provide a focal point for nursing leadership in Canada that had been missing among the 40+ specialty practice and interest groups affiliated with the Canadian Nurses Association (CNA). More than 41,000 regulated nurses work in formal administration or management leadership roles, and many of them have shared a worrying array of self-identified gaps in leadership skills and development. This article presents an overview of programs being launched within the Academy to help address these gaps and describes other public policy priorities being addressed by the CNA.

Health organizations play a pivotal role during pandemic preparedness, response and recovery. During the first wave of the COVID-19 pandemic, Vancouver Coastal Health, BC, adapted their delivery of mental health and substance use services. Healthcare providers were required to be flexible while continuing to provide patient care. To understand how healthcare providers in the mental health and substance use field experienced the COVID-19 response at their workplace, a quality improvement initiative was designed. This initiative aimed to evaluate their perceptions using an online survey tool that explored their insights related to communication, redeployment and safety and well-being. The survey results aligned with the ADKAR (awareness, desire, knowledge, ability and reinforcement) model of change management, which informed our recommendations to healthcare leaders to support ongoing pandemic response procedures.