Seminars for nurse managers最新文献

"We never know.... Fate has a way of showing up at the most inopportune times. We had been planning for Ann's retirement for months. It was going to be a loss. Not only was she a long-term employee and strong manager, she could step in and lead anything. She would be sorely missed. We knew who was going to cover each of her areas of accountability. Sue would take one unit. John would manage the Dialysis Program. We had completed a job analysis, and everything was covered. We had already begun the shifting of accountabilities. September 2 was the big day. We had 3 months to go. Then the big opportunity came. We had been working on the merger for months before it finally happened. There was only one glitch. The culture shift was going to be huge. We needed someone to lead the process. Of course, who could do it better than Ann? She had been leading change for years. She was a master. She had the one skill for which we had no succession plan. We had one person that we could call, and within 3 months she would be gone. We had missed the mark. We had not completed our succession plan." These real-life stories show how critical succession planning can be to an organization. To do it well requires a clear vision of the strategic objectives of the organization, focused development programs, and continuous enrollment of both executives and employees within the organization. Leadership training, learning projects, and creating a coaching environment also are crucial elements of a successful succession plan.

After 3 years of reorganizing a nursing department, surviving 2 very successful Joint Commission on Accreditation of Healthcare Organizations (JCAHO) visits, developing an outcomes-based leadership program for head nurses, and assisting a large health care network navigate change, a nurse executive stops to think about succession planning. The challenge to develop a plan includes her own history, others' definitions, and finally developing her own definition and plan. Included are the complications of planning within a network that includes long-term and loyal employees. Finally, the steps to achieving that plan are outlined with the goal of having the nursing department continue to flourish and survive in a diverse network system.

This article presents a change management model that may be used in the evaluation of the change process. The model may be used to evaluate how well change is being managed or has been managed. The Change Management Model developed by the author aims to provide nurse managers or change agents with a structured and measurable model for managing change, and to allow the change process to be evaluated. A measurement constructs tool also has been developed to further assist the evaluation process. The author argues that certain key variables can be identified that contribute to the successful implementation of change. These include critical success factors for change, communication issues, change dynamics that include resistance or acceptance of change, and the management of the implementation and evaluation stages of the change process.

This article examines "just in time learning" from a coaching perspective. It explores the organizational and managerial skills that are necessary requirements for coaching to succeed. It considers the benefits of coaching for organizations that are committed to deeply engaging their employees to produce sustainable, high-quality results while increasing their personal and professional satisfaction on the job.

Concerns about employee satisfaction are just as critical in the health care industry as they are in other business sectors. This article highlights the commonality of employee opinion survey questions (from 3 sources) that most highly correlate with employee satisfaction. A visual coaching tool for managers will be introduced that enables managers to facilitate constructive work group conversations about their experience of workplace satisfaction and generate ideas they can implement for improvement.

Resistance is energy and effort focused on noncompliance with a new direction for a group or organization. It results in significant costs to an organization including lost opportunity from delayed or truncated implementation, managers who are distracted and under stress, loss of high-performing talent, lost clients, and reduced client service. Managers overextend themselves when they take on the responsibility to overcome or bypass resistance to create the compliance. Resistance also is within each person and has significant cost to the individuals who resist as they experience stress and various losses: confidence, alternatives, performance, status, position, and relationships. The fear and uncertainty related to a future that is unclear and related to whether a successful transition can happen, becomes the underpinning of thinking and activity while resistance exists. Both the managers promoting compliance and the individuals resisting are expending energy, which can be diverted to uncovering potential for the future.

Communication and critical thinking skills are core to the coaching processes. Bringing the coaching role to the individual and team level at the bedside is the key to improved results in patient care, nurse retention, clinical performance including error reduction, negotiation, and staff empowerment. Application of coaching concepts where the nurse meets the patient insures the growth and effectiveness of a coaching culture. Clinical review, individual communication, and teamwork examples are explored as effective arenas for coaching at the unit level.