Create 1-2page outlines of your response plan for three intervention scenarios.
Instructions
Analyze each Intervention Scenario and describe the leadership, communication, and management strategies you believe would be most effective for each situation.
Use the following subheadings to organize your Response Plan Outline for each situation.
• CHANGE THEORY: Explain concepts of CHANGE THEORY and how it can be used as a tool to manage situations.
o Identify elements of CHANGE THEORY that fit best with the scenario.
o How can you use change theory to deal with conflict?
• Strategies and Rationale: Describe an effective leadership style you would employ to address a problem.
o Explain the rationale for choosing a leadership strategy to solve a problem.
o Identify interventions to address the problem.
• Expected Outcome: Describe how outcomes or success of the style selected for each situation could be measured.
o Describe how you could determine improved outcomes or measure success of the leadership style selected for each situation.
o What might go wrong and how would you deal with that?
• Professional Standards: Explain how professional and legal standards guide the effective nurse leader when making decisions.
Additional Requirements
• Written communication: Written communication should be free of errors that detract from the overall message.
• APA formatting: Resources and in-text citations should be formatted according to current APA style and formatting.
• Length: Each outline should be 1–2 pages double-spaced.
• Font and font size: Times New Roman, 12 point.
• Number of resources: Use a minimum of three peer-reviewed resources.
3 Scenarios below:
Scenario One: You are the new nurse manager for a busy nephrology medical/surgical unit in a large university medical center. The renal physicians have complained that daily weights and intake/output records are not being completed. This lack of documentation affects the patient’s plan of care and is resulting in an increased length of stay for the unit. The night-shift nurses think the day-shift nurses need to do the daily weights since they have more staffing. The day-shift nurses think the night-shift needs to do the weights since breakfast arrives during report most days. No one is consistently recording the intake/output records. How will you handle this problem?
Scenario Two: You are the nurse manager in a large pediatric practice. It is late summer and parents are bringing their children in to get their “blue cards” filled out for school. Several parents have been asking for medical exemptions because the local news has been reporting on a rash of adverse reactions to vaccinations, even linking an incident relating a child’s recent diagnosis of autism to an MMR vaccine. How will you proceed in obtaining the best evidence to help work with the parents?
Scenario Three: You are the nurse manager of an inpatient psychiatric unit and are preparing a report for a Joint Commission survey. An epidemic of bath salts abuse has struck the community. Following initial treatment in the intensive care unit, violent psychiatric patients are being admitted to the unit. You reviewed the Joint Commission guidelines and discovered deficiencies in several categories of the patient discharge records and your seclusion hours are increasing.
Sources:
• Lartey, S., Cummings, G., & Profetto-McGrath, J. (2014). Interventions that promote retention of experienced registered nurses in health care settings: A systematic review. Journal of Nursing Management, 22(8), 1027–1041.
• Müller, C., Plewnia, A., Becker, S., Rundel, M., Zimmermann, L., & Körner, M. (2015). Expectations and requests regarding team training interventions to promote interdisciplinary collaboration in medical rehabilitation–A qualitative study. BMC Medical Education, 15(135), 1–16.
• Eubank, D. (2012). [Review of the book Leading change in healthcare: Transforming organizations using complexity, positive psychology and relationship-centered care, edited by A. L. Suchman, D. J. Sluyter, & P. R. Williamson]. Families, Systems & Health, 30(4), 352–353.
• Hickey, M., Kritek, P. B. (2012). Change leadership in nursing: How change occurs in a complex hospital system. New York: Springer.
• Grol, R., Wensing, M., Eccles, M., & Davis, D. (Eds.). (2013). Improving patient care: The implementation of change in health care(2nd ed.). Hoboken, NJ: John Wiley && Sons.
• Pilon, B. A., Ketel, C., Davidson, H. A., Gentry, C. K., Crutcher, T. D., Scott, A. W., . . . Rosenbloom, S. T. (2015). Evidence-guided integration of interprofessional collaborative practice into nurse managed health centers. Journal of Professional Nursing, 31(4), 340–350.
• Disch, J. (2013). Interprofessional education and collaborative practice. Nursing Outlook, 61(1), 3–4.
• Change Theory | Transcript. Retrieved from https://www.youtube.com/watch?v=OacujOkaIws
• NCSBN: National Council of State Boards of Nursing. (n.d.). Retrieved from https://www.ncsbn.org/index.htm
• American Association of Colleges of Nursing. (2011). Core competencies for interprofessional collaborative practice. Retrieved from https://www.aacn.nche.edu/education-resources/IPECReport.pdf
