NURS 6201: Leadership in Nursing and Healthcare Essay Assignment

NURS 6201: Leadership in Nursing and Healthcare Essay Assignment Paper Essay Help

NURS 6201: Leadership in Nursing and Healthcare Essay Assignment Help

NURS 6201 Entire Course Weekly Discussions And Assignments

NURS 6201 Week 1: Factors That Influence an Organization

Leading and managing in the 21st century promises to be more complex than ever before, and leader–managers will be expected to have a greater skill set than ever before. The key to organizational success will likely be having enough highly qualified and visionary leader–managers to steer the course.
—Marquis & Huston

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How will you prepare for the challenges that lie ahead? For those who lead and manage in the evolving health care milieu, it is essential to be able to assess the internal and external factors that drive organizations. This week, you examine various types of organizations, and consider how commitment to patient care, teaching, and/or research influences organizational strategy.

Reference
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Learning Objectives

Students will:

• Analyze the mission, vision, and values of two different health care organizations
• Explain the responsibilities of nursing administrators to support an organization’s mission, vision, and values, and organizational strategies
• Apply a Strategic Planning tool, such as SWOT or Balanced Scorecard, to establish a realistic goal or objective consistent with the mission of the organization.

Discussion: Characteristics of an Organization

Large…small…
Urban…rural…
For profit…non–profit…
Acute care…primary care
Teaching organization…research facility

Myriad characteristics influence the experiences of patients, nurses, and others in any health care setting. In addition to the factors noted above, the mission, vision, and values that guide an organization, as well as an institution’s commitments to patient care, teaching, and/or research, warrant significant consideration.

As a nurse leader–manager, it is helpful to look at all of these aspects, especially as they relate to strategic planning and the sustainability of the organization. To that end, for this Discussion you compare multiple aspects of two organizations and consider the implications for nursing. In addition, you will apply a Strategic Planning tool, such as SWOT or Balanced Scorecard, or Six Sigma principles to establish one realistic goal or objective consistent with the mission of the organization.

To Prepare

• Review the information in the Learning Resources regarding strategic planning; types of organizations; organizational commitments to patient care, teaching, and/or research; and the mission, vision, and values of organizations.
• Using the Internet, research various health care organizations (including those with which you are already familiar) that differ in focus, commitment, and mission, vision, and values. For the purposes of this Discussion, select two organizations with significant differences.
• Compare information about the two organizations. Based on the information presented in the Learning Resources, how do they differ?
• What are some possible implications of these differences for various stakeholders (e.g., nursing administration, patients, and community)? What does this mean for nursing’s role within each organization?
• Identify a goal or objective based on a strategic planning tool, such as SWOT or Balanced Scorecard, or Six Sigma consistent with the mission of the organization.

By Day 3

Post and Contrast two differing health care organization’s mission, vision, and values, and describe at least two potential implications of these distinctions for stakeholders of each organization. Explain how this informs the focus for nursing, noting the role that nursing administration plays in supporting and fulfilling the mission, vision, and values, and organizational strategies. Write a goal or objective, based on a strategic planning tool, such as SWOT, Balanced Scorecard, or Six Sigma consistent with the mission of one of the organizations.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information and evidence.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Validate an idea with your own experience and additional sources.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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NURS 6201 Week 2: Complexity Science and Chaos Theory

“In the midst of order, there is chaos; but in the midst of chaos, there is order” (Gribbon, 2004, p. 76).

Health care settings are dynamic environments and it is important to fully understand the intricate nature of these organizations. As a leader–manager, your actions have the potential to influence this type of environment and inspire change throughout. What do you need to know to leverage this potential effectively?

In Week 1, you examined characteristics and driving forces that affect various settings and some models for strategic planning to manage them effectively. Building on that, this week you examine complexity science and chaos theory as a means of furthering your understanding of influences on health care organizations. In light of the complex nature of health care and uncontrollability of certain events, how do nurses in various roles manage the circumstances for the best possible outcomes?

Reference
Lindberg, C., Nash, S., & Lindberg, C. (2008). On the edge: Nursing in the age of complexity. Washington, DC: PlexusPress.
Gribbon, J. (2004). Deep simplicity. Chaos, complexity and the emergence of life. London: Penguin.

Learning Objectives

Students will:

• Apply complexity science and chaos theory in health care
• Appraise a challenge in a health care organization

Discussion: Complexity Science and Chaos Theory

Through this week’s Learning Resources, you have been exploring complexity science and chaos theory. For nurses who strive to offer impactful leadership and effective management, how could this information be applied to produce better outcomes?

For this Discussion, you address the relevance of complexity science and chaos theory to a specific situation in an organization.

To Prepare

• Review the information in the Learning Resources, including Learning Exercise 8.8 in the textbook. How would you apply insights related to complexity science and chaos theory to this scenario? Consider the implications for a nurse executive, nurse manager, charge nurse, and an informal team leader.
• Bring to mind a related example from your organization or one with which you are familiar.
• As you think about these examples, consider the relevance of complexity science and chaos theory to the organization and, specifically, for nurses in various roles who have differing responsibilities (e.g., a nurse executive versus a unit–level manager).

By Day 3

Post a description of the relevance of complexity science and chaos theory to a specific situation in your organization or one with which you are familiar. Explain how you would use this knowledge base to be most effective in various nursing leadership and management roles (e.g., as a nurse executive, unit–level manager, charge nurse, team leader).

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Validate an idea with your own experience and additional research.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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NURS 6201 Week 3: Diverse Organizational Structures

As you have been investigating during the first two weeks of this course, organizations may differ in many ways. One of the most critical areas to consider in this regard is how people—often considered health care’s most valuable resource—are organized or structured within an institution.

This week, you examine organizational charts as a tool for analysis. In particular, you consider how the structures depicted in these charts reflect how personnel are organized to deliver services and achieve the organization’s mission, including how they indicate communication flow and scope of responsibility.

Learning Objectives

Students will:

• Analyze an organizational chart
• Describe the relationship between the organizational chart and communication channels that may impede or facilitate organizational functions
• Compare and contrast the organizational chart you identified to the shared governance model.

Discussion: Organizational Chart Assessment

Think about a particular organization. How would you depict the reporting structure in this organization? What is the flow of communication and decision making between various people? Does the image in your mind match with one (or more) of the organizational structures discussed in this week’s Learning Resources? Why or why not?

For anyone working in a health care setting, looking at the organizational chart can provide useful information about the context that affects daily practice as well as the achievement of longer term goals. For managers, understanding the structure and dynamics portrayed in such a chart—as well as those that may be missing—is especially important.

For this Discussion, you analyze an organizational chart from the point of view of nursing management.

To Prepare

• Obtain a copy of an organizational chart which does not have a shared governance model. You can find a list of current magnet–recognized hospitals at:http://www.nursecredentialing.org/Magnet/FindaMagnetFacility
• Examine both organizational charts through the lens of management (i.e., think about the responsibilities and concerns that you, as a manager, may have).
• Review  Marquis and Huston (2017), Display 12.5 The 14 Forces of Magnetism for Magnet Hospital Status and Learning Exercise 12.4
• Think about how the organizational charts align?
• Think about how communication actually occurs at your organization.

By Day 3

Post and Compare and contrast the organizational chart you identified to the shared governance model on Marquis and Huston (2015, p. 277). Consider major components of organizational structure and communication such as centrality and decentralization. Describe at least five of the “forces of magnetism” and compare how the magnet and non–magnet organizations meet them or need improvement in these areas (Marquis & Huston, 2015, p. 279, Display 12.5).

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days who selected organizations with a structure that differed from yours using one or more of the following approaches:

• Compare differences in communication channels.
• Describe benefits and limitations of the different structures.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives on how communication channels may be impeded or facilitated through the organizational structure.
• Validate an idea with your own experience and additional research.

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NURS 6201 Week 4: Leading Planned Change

“It is a bad plan that admits of no modification.”

— Publilius Syrus
First Century BC

It is generally accepted that change will occur whether we want it to or not. Leader–managers understand that they may either shape and control the change or deal with the consequence of accidental change, or change by drift.

This week, you consider a unit–level issue in an organization from the point of view of a leader–manager and think about a needed change. Related to this, you examine the expectation that change needs to be evidence–based and investigate opportunities to gather information through professional networking.

Learning Objectives

Students will:

• Utilize a theoretical framework to guide and structure planned change
• Evaluate sources of evidence applicable to a change issue
• Assess professional organizations’ standards for shaping practice changes

Discussion: Leading Evidence–Based Change

Now, a handful of leading–edge global companies are breaking new ground and using evidence–based change to make critical talent management decisions, help their organizations achieve greater success and create a more engaging work environment for their people.

—Towers Watson

Successful leader–managers recognize the value of using models or theories, as well as relevant evidence, to guide a change effort. For this Discussion, you consider a problem within your organization and the strategies that you might use to orchestrate a change.

Reference
Jesuthasan, R., & Boudreau, J. (2011). Evidence–based change helping companies achieve greater success and competitive advantage, new Towers Watson book reveals. Retrieved from http://www.towerswatson.com/en/Press/2011/09/Evidence–Based–Change–Helping–Companies–Achieve–Greater–Success–and–Competitive–Advantage–New–Towe

To Prepare: NURS 6201: Leadership in Nursing and Healthcare Assignment Essay

• Think about a problem in a specific unit or area of your organization or one with which you are familiar. What are the indications that there is a problem? What change may be needed? (Note: This problem should be different from the one you are addressing in the Week 2 Assignment.). A clinical problem works well; an example is that you note an increasing number of patients with deep vein thrombosis following orthopedic surgery.
• Consider how you could locate evidence to examine the needed change. What literature would you review? Which professional organization standards or recommendations may be relevant? With whom would you communicate/network to ascertain community standards? Bear in mind that you may also look at evidence from fields other than nursing.
• Review the information in the Learning Resources. Using your knowledge of contemporary theories of chaos and complexity, consider how you could adapt Lewin’s classic model for change and apply this to your selected problem.

By Day 3

Post a description of the problem, including relevant indicator(s). Provide a synopsis of how you would proceed in locating evidence, including research literature you would consult, which professional organization standards may be relevant, and with whom you would communicate or network to ascertain community standards. Then, identify how you would adapt Lewin’s classic model of change based on chaos and complexity theory to address this evidence–based change.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Suggest additional professional standards that may be relevant.
• Recommend other communication strategies for ascertaining community standards.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives on how communication channels may be impeded or facilitated through the organizational structure.
• Validate an idea with your own experience and additional research.

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NURS 6201 Week 5: Managing Groups to Promote a Just Culture

As is often noted, health care relies on the effective management of groups and teams. Productive and smooth group situations that contribute to the delivery of high–quality care and patient safety are especially important.

This week, the attention turns to promoting change within the context of a just culture, wherein an organization seeks to improve patient outcomes through accountability and fair investigation of errors, without allowing a situation to become mired in blame.

How do conflict and ambiguity related to group roles contribute to an adverse event? What skills and attributes are needed to effectively manage groups while promoting a just culture? These questions are addressed this week.

Learning Objectives

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• Apply the principles of just culture to a group management situation
• Evaluate role conflict and ambiguity related to an adverse event
• Describe skills and competencies of an effective manager for promoting a just culture

Discussion: Group Management for Just Culture

The concept of a fair and just culture refers to the way an organization handles safety issues. Humans are fallible; they make mistakes. In a just culture, ‘hazardous’ human behavior such as staff errors, near–misses and risky actions are identified and discussed openly in hopes of finding ways to improve processes and systems—not to identify and punish the individual.

—Pepe & Caltado, 2011

This Discussion examines the opportunities of managers in working with groups to promote change that facilitates the delivery of safe, high–quality care.

To Prepare

• Review the information on just culture presented in the Learning Resources.
• For this discussion, you will use the Regulatory Decision Pathway found in Russell, K. A. & Radtke, B. K. (2014).
• Examine an adverse event at the unit level in your organization or one with which you are familiar and apply the Regulatory Decision Pathway.
• Compare the findings of the Regulatory Decision Pathway  to what actually happened at the unit in your organization. Was the event deemed: bad intent, reckless, at risk, or human error? According to the pathway, do you now think it was the correct action?
• Think about how a nurse leader–manager may use just culture as a framework to create or maintain a focus on accountability and outcomes throughout a group. What actions could be taken if a systems–related error was made or if an error resulted from risky behavior?
• How might role conflict and/or ambiguity have contributed to the situation?

By Day 3

Post a description of an adverse event in your organization and your analysis of the issue using the Regulatory Decision Pathway. Explain how role conflict or ambiguity might have influenced this situation. Apply the principles of just culture as you explain how you, as the group’s manager, would handle the situation.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from the classroom or from your own research in the Walden Library.
• Validate an idea with your own experience and additional research.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

Reference
Pepe, J., & Cataldo, P. J. (2011). Manage risk, build a just culture. Health Progress. Retrieved from http://www.outcome–eng.com/wp–content/uploads/2012/01/manage–risk.pdf
Russell, K. A. & Radtke, B. K. (2014). An evidence–based tool for regulatory decision–making: regulatory decision pathway. Journal of Nursing Regulation, 5(2), 5–9.

In response to requests from boards of nursing, the National Council of State Boards of Nursing developed a model for disciplinary decisions that incorporates the systems approach and patient–safety principles and shifts the regulatory focus from outcomes and errors to system design and behavioral choices. This article describes the development of the Regulatory Decision Pathway, and explains how to use it. Included are two case studies th at illustrate how the tool recommends different disciplinary actions based on the distinct behavioral choices of the nurses.

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NURS 6201 Week 6: Individual Power Within the Organization

When I was just considering nursing school, I had a family member who was in the hospital for a heart condition, and he’d come in and I was there through admission, and through emergency department and arrival to the unit, which was happening on nightshift. And there was a nurse who admitted him who was so considerate, and so thoughtful, and reflective. I was kind of impressed with that soft side of nursing, and I thought, ‘Hey, this is a wonderful thing.’ Then I watched that nurse get on the phone, having gone through everything with the patient. Had a set of questions, had a set of concerns. Got on the phone with that doctor in the night and got everything he needed… And in that short period of time and with incredible authority, just arranged everything for the admission and the care of that patient, and I was thoroughly impressed.

—Connor McTeague, Nurse, Huntington Hospital

What can you do to promote your strengths as a leader and as a manager? How can you contribute to a positive view of nursing? Perhaps, more importantly, what benefits may be gained if you proactively enhance and apply your power as a nurse leader?

This week addresses the power of nurses within health care organizations, including strategies for enhancing the power of individual nurses as well as the nursing profession as a whole.

Reference
Laureate Education, Inc. (Executive Producer). (2012d). Personal power plan. Baltimore, MD: Author.

Learning Objectives

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• Evaluate the application of political acumen and power in a health care situation
• Analyze strategies for leveraging political acumen and power for advocacy in a health care setting or the nursing profession
• Evaluate strategies for enhancing power as a nurse and a leader–manager

Discussion: Use of Power and Political Acumen in the Organization

To Prepare

• Review the scenario assigned to your group. These can be found under “Additional Learning Exercises and Applications” on page 307–309 of your textbook (Marquis & Huston, 2015).
• Review the Learning Resources for information on political acumen and power in health care organizations.
• As a group, create a 1 page response to the assignment criteria found within the assigned learning exercise. Please include the members’ names to the document.

Note: This should be a collaborative effort, with each member of the group making contributions to the design and content of the study sheet. Use the groups’ link on the left navigation bar to collaborate with your group. When you have developed your 1–page group submission, select one member to post it to the week 6 Discussion Forum by Day 3, so that the rest of your colleagues can access it.

By Day 3

Post your group’s 1–page submission. Select one member to post it to the week 6 Discussion Forum by Day 3, so that the rest of your colleagues can access it.

Read a selection of your colleagues’ responses. Every student should read all of the groups’ postings.

By Day 6

Each student should respond to at least two of your colleagues’ group postings on two different days using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information, evidence, or research.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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NURS 6201 Week 7: Leading Improvement of Patient Satisfaction and Clinical Outcomes and Organizational Communication

Organizational performance should be evaluated from a systematic, scientific, and objective viewpoint. In order to evaluate performance, managers use standards to measure quality care in the units and to develop and implement quality control programs that measure results against those standards. Communication is essential within the organization; leaders and managers promote effective organizational communication in one–to–one, small groups, or wider audiences. All managers are responsible for monitoring the quality of the product that their units produce; in health–care organizations, that product is patient care.

This week, you examine organizational performance of quality and safety and on a larger scale organizational communication.

Learning Objectives

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• Determine appropriate criteria or standards for measuring quality.
• Identify appropriate corrective action to be taken when standards have not been met.
• Distinguish the roles of leadership and management in promoting effective organizational communication
• Analyze key aspects of quality and patient safety
• Evaluate leadership and management strategies for promoting frontline engagement in quality and safety efforts

Discussion: Benchmarking to Improve Quality of Care and Communicating Change

Comparing, or benchmarking, outcomes is an important means by which health care providers strive to improve quality of care. Although this concept applies to all kinds of clinical care facilities, for this Discussion you focus on hospitals so that you can make use of data on the CMS’s “Hospital Compare” website to conduct some basic benchmarking analysis.

Using this analysis as a launching point, you then evaluate priorities for improvement and consider how to create a motivating environment that supports significant, lasting change.

To Prepare

Go to http://www.medicare.gov/hospitalcompare/search.html

• Enter search criteria and click “Find Hospitals.” Select a hospital on which to focus for this Discussion.
• Review all of the data on this hospital, which should include the various Process of Care Measures and the Survey of Patients’ Hospital Experiences (HCAHPS scores).
• Compare the data for your selected hospital with data from other institutions in the area and across the country, as you think appropriate. (To do this, repeat the steps described above, but this time include these other institutions in your comparison.)
• Based upon your first selected hospital’s comparative scores, what do you think is the most important area related to patient satisfaction/clinical outcomes to improve, and why? It may be helpful to consider what other steps you would take to get a clearer picture of this quality issue.
• Think about how you as a leader and manager would communicate change at the point of care (front line) to provide service that improves one or more patient satisfaction/clinical outcomes in your selected hospital.

By Day 3

Post a brief description of the hospital and your selected outcome, including indications of the needed improvement. Then, provide a short, persuasive statement demonstrating how you would communicate and motivate a nurse at the point of care (front line) to provide service that improves the selected outcome. Support your statement with evidence and strategies from the literature.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Offer and support an alternative perspective using readings from the classroom or from your own research in the Walden Library.
• Validate an idea with your own experience and additional research.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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NURS 6201 Week 8: Leadership and Management Competencies

Managers are people who do things right and leaders are people who do the right thing.

—Warren Bennis in Sutton, 2012

This pivotal statement from Warren Bennis points to a distinction between managers and leaders. Although you have been exploring an integrated view of management and leadership thus far in the course, this week you examine the specifics of these two domains in organizations.

Following a typical career trajectory, a nurse is likely to see a shift in the types of skills that are needed—from those that are more practice–oriented, to those related to management, and then to leadership–based. Yet, it is essential to keep in mind that effective individuals—no matter what their position in an organization—need to not only continue to appreciate practice issues, but also hone management and leadership skills every step of the way.

Learning Objectives

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• Explain the value of management and leadership skills within the context of health care organizations
• Evaluate the application of leadership and management skills to achieve organizational outcomes
• Analyze the evidence base for a proposed change
• Evaluate strategies for addressing a problem in a health care setting

Discussion: Distinguishing Management and Leadership Competencies

Thriving organizations see the value of cultivating both management and leadership competencies. For this Discussion, you consider two distinct “buckets” of competencies—management and leadership—and think about how these can be leveraged to successfully introduce a new product or service in an organization.

To Prepare

• Think about a new product or service in your organization that was recently implemented.
  • Identify five leadership strategies you might use to address the implementation of the new product or service.
  • Think about the management competencies that were needed in order for this project to be successful. Why are these competencies important?
  • Consider the leadership competencies required for success, and reflect on the value of these competencies.

By Day 3

Post a description of the new product or service and how it aligns with organizational goals and professional standards. Describe the distinct management and leadership competencies that facilitated successful implementation of this project. Provide your rationale.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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NURS 6201 Week 9: Working With Differing Leadership Styles

There are many different styles of leadership, often as unique as the individuals who embody them. What are the advantages of working with leaders who have a similar leadership style to your own? What problems may arise when working with leaders who have a different leadership style?

This week, you consider the benefits and challenges of working with differing leadership styles. You consider how to work with executive leadership who may or may not match your style.

Learning Objectives

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• Analyze differing leadership styles and skill sets
• Describe challenges and opportunities that arise when working with individuals with different leadership styles

Discussion: Diverse Leadership Styles and Skills

In the Week 8 Discussion, you discussed the implementation of a new product or service, aligned with organizational goals and professional standards, and described the management and leadership competencies that would facilitate successful implementation of this project.

For this Discussion, think again about the new product or service discussed in week 8, now consider a new product or service that you would initiate adoption. Consider the importance of building a team of leaders from across the organization to implement the new product or service you are recommending.

To Prepare

• Think of a new product or service such as the one  in the Week 8 Discussion.
• Consider the leaders across the organization you would work with to roll out the product or service. Which leadership styles and skills might you encounter as you work with various individuals?
• What opportunities and challenges may arise as a result of individuals with differing leadership styles and skills working together? How would you work on a team or in a group with those whose style differs from your own?

By Day 3

Post a description of how the leadership styles and skills of others you would work with to roll out the product or service would support, complement, or contrast your own. Describe challenges and opportunities that may arise as a result of working with individuals with differing leadership styles and skills in a team or group setting.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information, evidence or research.
• Offer and support an alternative perspective using readings from the classroom or from your own research in the Walden Library.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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NURS 6201 Week 10: Emotional Intelligence

People are in need of leaders who have the ability to adapt to the unsteadiness of our new world and to manage under uncertainty. A health care leader with EI [Emotional Intelligence] will have the confidence to calm and strengthen his or her organization during these difficult times.

—Freshman & Rubino, 2002, p. 8

Since health care organizations rely heavily on productive interactions to achieve positive outcomes, it is important for leader–managers to recognize the value of emotional intelligence. This week, you examine how to cultivate your own emotional intelligence.

Learning Objectives

Students will:

• Analyze the value of emotional intelligence
• Evaluate strategies for increasing emotional intelligence

Discussion: Emotional Intelligence

The patient in 4D had been admitted for multidrug resistant pneumonia. Given her advanced age and a host of other medical problems, the outlook was dire. Over the weeks she and the night nurse had struck up something of a friendship. Other than that she had no visitors, not a soul listed to notify in case of death, and no known friends or relatives. As he dropped by on his night rounds, the nurse was her only visitor, and the visits were limited to the short conversations she could manage. Now her vital signs were failing, and the nurse recognized that the patient in 4D was near death. So he tried to spend every spare minute on his shift in her room, just being present. He was there to hold her hand during her last moments of life. How did his supervisor respond to this gesture of human kindness?

—Goleman, 2006, p. 252

How do aspects of emotional intelligence relate to leadership and management success? Does an effective leader–manager have to be emotionally sensitive and literate? Why or why not?

Reference
Goleman, D. (2006). Social intelligence: The revolutionary new science of human relationships. New York, NY: Bantam Dell.

To Prepare

• Following the passage above, Goldman continues on to explain that the nurse supervisor reprimanded the nurse. Does this line up with what you were expecting? Why or why not?
• Based on the information in the Learning Resources, think of a recent experience in your organization and consider how a nursing administrator demonstrated or failed to demonstrate emotional intelligence. How did this impact the outcome of the situation?
• Reflect on your identified strengths and opportunities for growth related to emotional intelligence from the information in the Learning Resources. What surprises you about the concept of emotional intelligence? How would you rate your own emotional intelligence?

By Day 3

Post a description of a situation in which a nursing administrator demonstrated or did not demonstrate emotional intelligence when managing a situation. Explain how this may have impacted the outcome of the situation. Describe how you would handle the situation differently based on your own identified emotional intelligence strengths.

Read a selection of your colleagues’ responses.

By Day 6

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information, evidence or research.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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NURS 6201 Week 11: Collective Bargaining

Unionization in the healthcare industry will undoubtedly expand…Managers must learn to work with unions and to develop the art of using unions to assist the organization in building a team effort to meet organizational goals.

—Marquis & Huston, 2017

One of the most controversial–yet significant–topics in health care is the use of collective bargaining in some organizations. Nurse managers need to understand as much as possible about this process, and reflect on the needs and opinions that surround this issue.

This week, you consider the alignment or misalignment between the values that underlie nursing and unionization. Additionally, you will explore quality imperatives for organizational leaders by considering how to create a motivating environment that supports significant, lasting change.

Learning Objectives

Students will:

• Evaluate the alignment between unionization and the nursing profession
• Analyze the implications of unionization for the nurse manager
• Analyze key aspects of quality and patient safety
• Evaluate leadership and management strategies for promoting frontline engagement in quality and safety efforts

Discussion: Unionization and the Nursing Profession

Unionization is a highly charged topic. No matter what your beliefs or thoughts are on the subject, one thing is clear—nurse managers have a significant responsibility to promote the goals of their organizations while appreciating the labor concerns that may prompt employees to join unions. Beyond that, it is helpful to reflect on the core values of nursing and consider the extent to which they align with unionization.

To Prepare

• Review the information in the Learning Resources. Conduct additional research on unionization in health care.
• Consider the professional basis of nursing and the presence of unions in health care. Does unionization conflict with a professional nursing orientation?
• Reflect on the experiences you have had working in unionized settings, or consider what would be required of you in such a setting if you do not have that experience.
• Consider how you would address transitioning from being a member of a collective bargaining unit to being a manager who cannot be a member of a collective bargaining unit. How you might prepare to make this sort of transition?

By Day 3

Post your position on whether unionization aligns with or conflicts with a professional nursing orientation and what this may mean for the role as a nurse manager. Share your experiences working in a unionized setting or describe what might be required of you when transitioning from one circumstance to another.

Read a selection of your colleagues’ responses

By Day 5

Respond to at least two of your colleagues on two different days using one or more of the following approaches:

• Ask a probing question, substantiated with additional background information, evidence, or research.
• Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives.
• Validate an idea with your own experience and additional research.
• Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.

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