Rkot1 Oraganizational Systems and Quality Leadership

RKOT 1 Organizational Systems and Quality attractorship Western Governors University Leadership Strategies Leadership is, first and foremost, a stancean attitude. A leader faces the problem and says what we can do to address it. Leaders take responsibility for problems. (L hundred and one So You Want to Be a Leader in Health Care ) Two strategies a maintain might use as an informal leader on an interdisciplinary team up are form a clearer picture of the real situation and divide looking for ideas of how to crystallise the problem. L one hundred one So You Want to Be a Leader in Health Care ) As a nurse on an interdisciplinary team you could start by gathering information regarding the situation to form a clearer picture. Often times members of the team only look at what is appropriateing their someone work flow. As a leader a nurse should put the uncomplaining at the center of the picture and investigate how the subroutines of the individual team members affect the long-s uffering as a whole. People often look only at how a situation will affect them and their workflow and do non look at the situation as a whole.Instead of just complaining about a situation the can take a leadership place by gathering information from all members of the team and piecing this information together as to form a clearer picture of the situation. To become an effective leader the nurse must not only gather the information to form a clearer picture but in any case work with the team to look for and offer ideas to solve the problem. As a leader, a nurse would not just join in on the complaining.Once the information is gathered and the problem is clearly identified to be a true leader, the nurse would look for creative solutions possibly initiating sorts in workflow to alleviate the problem. A leader goes the extra step to implement change. industrious Involvement Two ways a nurse can take an active, contributing role within the interdisciplinary team are identifying qu ality issues or concerns and ensuring there is give way active communication between members of the team as well as the enduring.As a nurse you should be a strong patient advocate. During interdisciplinary rounds you should bring up concerns that whitethorn affect patient care. If there is uncertainty regarding the scheduled treatments or procedures and timing of those interventions the nurse should advocate for the patient in order for the patient to receive the best possible care. Nurses must ensure patient safety by asking questions if they are no sure as to whether the right procedure or treatment is being ordered or carried out.It is the nurses job, while overseeing the care of the patient, to report any unsafe or potentially unsafe acts in order to advocate for the patient and develop best practices. As an advocate for the patient you should also speak up if the patient has unmet needs such as inadequate pain control or if timing of procedures prevents patients from obtainin g uninterrupted sleep. The nurse can also take an active role in the interdisciplinary team by ensuring there is open two way communication between members of the treatment team and also the patient.Patients are more often than not more compliant with treatment plans when they confuse active participation in the development of the treatment plan. An pillowcase of open communication and team work correct be the nurse coordinating with therapy in order to ensure the patient is medicated prior to undergoing therapy in order to increase participation by the patient and indeed allowing the patient to become more engaged in their treatment secession. Teams work more efficiently when they have open communication.The nurse can lead the team by ensuring that all members communicate and are on the same patient in regards to patients care plan and goals. By ensuring the lines of communication or kept open and aligning workflow the ultimate winner is the patient due to better coordination of care. Culture of Safety Psychological safety, active leadership, transparency and achromasia are four characteristics used to create a culture of safety. (PS106 Introduction to the Culture of Safety) There are many ways that you can promote a culture on safety in your workplace.When someone initially starts a position they are often assigned a buddy or preceptor. In order to create a culture of psychological safety people need to know they can speak up without being judged. One brass section has taken steps to stand up to doctors if they are being derogatory to nurses or other staff. The nurses can actually call a code in which people stop their work follow and physically stand behind the nurse if she feels she is being spoken to in an inappropriate or unprofessional manner. Spirit on the spot is another example of creating an environment of psychological safety.By enabling anyone to report when someone is caught doing something right such as stop to give directions to a visit or when someone appears lost it creates a positive environment to work. Active Leadership can be observed in organizations that have open forums in which leaders meet with front line staff and encourage questions regarding workflow or any ideas or suggestions for improvement. Monthly leadership travel is where leaders walk around on units and stop to speak with the staff asking how their day is going and if there is anything that their leader can do to collide with a difference in their work environment.This is an excellent example of active leadership. These leaders come to the staff one on one and encourage open discussion. Transparency occurs when there is a system in which when fallacys are reported or near misses are reported action is taken to investigate the error or near miss and change is initiated that will decrease the likelihood of the error reoccurring. An example of transparency occurred within an organization by the change in national patient safety standards requi ring two patient identifiers when working with a patient.To create an environment of fairness an organization needs to act when errors are caused by system errors. Nurses often find system errors when procedures are changed or modified. People too often just thing of how the change will affect their admit discipline and not how it will affect patient care or the system as a whole. The staff needs to know that if a change is implemented that creates errors instead of decreasing errors they will be able to speak up and a new course of action will be taken.An example of culture of safety occurred when my hospital first implement EMRs. The order sets were written where inpatient and observation could both be ordered on a patient at the time of admission. The utilization nurse felt comfortable addressing the issue with her leader and was encouraged to speak with not only her leader but also administration regarding the possible conflict in orders. The nurse was rewarded for speaking up and the organization quickly worked to determine the best way to change the order sets in order to avoid the conflicting orders.The organization then took steps to be transparent by admitting there was an error in the original order sets and doing educational seminars for the admit staff, physicians, nurses and coders regarding the conflict in orders. If there had not been a culture of safety and the nurse had not spoken up the error in orders may have continued for months resulting in incorrect or non payment for the facility and errors in co-pays for the patients. REFERENCES L 101 So You Want to Be a Leader in Health Care . (n. d. ). Retrieved March 8, 2013, from Institute for Healthcare Improvement http//app. hi. org/lms/lessonpageworkflow. aspx? CatalogGuid=6cb1c614-884b-43ef-9abd-d90849f183d4&CourseGuid=c1164ba8-5af1-438b-8a1f-d409911a4948&LessonGuid=b9a441cc-d2af-4211-8ba8-5359c06a8cb6 PS106 Introduction to the Culture of Safety. (n. d. ). Retrieved March 8, 2013, from Institu te for Healthcare Improvement http//app. ihi. org/lms/lessonpageworkflow. aspx? CatalogGuid=6cb1c614-884b-43ef-9abd-d90849f183d4&CourseGuid=789d9cbb-7dd3-4fe9-8df2-e0c63725b350&LessonGuid=4b250d37-cf44-4561-b830-53ed5865c6b8