NURS 6053 Module 1 Assignment – ANALYSIS OF A PERTINENT HEALTHCARE ISSUE

The Quadruple Aim provides broad categories of goals to pursue to maintain and improve healthcare. Within each goal are many issues that, if addressed successfully, may have a positive impact on outcomes. For example, healthcare leaders are being tasked to shift from an emphasis on disease management often provided in an acute care setting to health promotion and disease prevention delivered in primary care settings. Efforts in this area can have significant positive impacts by reducing the need for primary healthcare and by reducing the stress on the healthcare system.

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Changes in the industry only serve to stress what has always been true; namely, that the healthcare field has always faced significant challenges, and that goals to improve healthcare will always involve multiple stakeholders. This should not seem surprising given the circumstances. Indeed, when a growing population needs care, there are factors involved such as the demands of providing that care and the rising costs associated with healthcare. Generally, it is not surprising that the field of healthcare is an industry facing multifaceted issues that evolve over time.

In this module’s Discussion, you reviewed some healthcare issues/stressors and selected one for further review. For this Assignment, you will consider in more detail the healthcare issue/stressor you selected. You will also review research that addresses the issue/stressor and write a white paper to your organization’s leadership that addresses the issue/stressor you selected.

Transcript Below:

DR. BRENDA FRESHMAN: The issues, the challenges in health care are only going to get more extreme. So we’re going to need to be informed as to what’s going on in the industry as well as what’s going on in our organization.

NARRATOR: What can individuals working in health care do to prepare themselves for the future? Dr. Louis Rubino, Dr. Cecelia Wooden, Dr. Brenda Freshman, and Kevin Smith share their views on how individuals can further their professional development and maintain their energy and enthusiasm for this work.

DR. LOUIS RUBINO: In order to make sure that somebody’s successful on our health care industry today and to be able to adapt to the changes that are occurring, I think the number one step is to be aware. It’s so important to keep apprised as to what’s happening in regards to the politics in health care reform, the industry trends, the successes outside of our industry, and how they’re making those successes.

We can all learn from each other. Finding meaningfulness is so important for people today. We’re not in the stages of the early 20th century where people went to work and just were there to produce an income and to do what they were told to do and then to go home and come back the next day. The ways that organizations are truly successful and are superior are organizations that have employees that are committed, committed to the mission and to the values of the organization.

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And in order to do that, we need to, as leaders, serve the needs of our people in a better way than ever before. The other thing is just the networking that is needed to be done by these people in order to find out who are the significant players out there, who are the stakeholders that are going to make a difference and not stay within your own particular area of your discipline or your influence.

DR. BRENDA FRESHMAN: I think the most important thing that individuals and leaders can do to address the challenges of the future is develop cultural competency, develop the ability to take multiple perspectives, develop greater understanding of the whole system of the organization. And even though I focus on emotional intelligence and organizational behavior and what’s called the softer side, it’s very important to understand the economics and the accounting and the financial and survival side of the organization.

I think there will be advances in theory– organizational theory– and practice, organization development, based on the increasing complexities. We talk about now this concentric circle design of organizational design that we had not talked about previously. I’m hoping that as we move into the future, we’ll get more creative in an adaptive, functional way to think of things that we had never thought of before. Technology has a role in this.

Probably, even within my lifetime, there will be advances in technology that will help people collaborate better, and I’m hoping be more compassionate and also more aware of the system that they’re working in. The issues, the challenges in health care, are only going to get more extreme, so we’re going to need to be informed as to what’s going on in the industry as well as what’s going on in our organization. So seek opportunities to learn and educate yourself along the lines of what motivates you. This is where the skill of self awareness and self motivation come in.

DR. CECELIA WOODEN: An important fundamental belief is that you are in control of your career. Nobody’s going to be in control of your career like you’re going to be in control of your career, or should be. Like riding a bicycle. You can put all kinds of energy into the pedals, but it’s those handlebars that are going to get you where you want to go. So at any level in a career, you want to ask yourself two questions.

Right now, where I am in my career, how much technical knowledge should I have, and how much of this leadership management stuff should I be learning. And I always call this leadership mathematics, and what the usual rule of thumb is, early on in your career as an early careerist, 80% of your skills and your skill building ought to be in a technical field. But don’t let that 20% go by the wayside. Start to think about leadership, start to read about leadership, start to watch leaders in your organization that you admire.

How do they make decisions? What’s the behavior that makes me drawn to them as a leader? So start your leadership tool kit by sharpening up your powers of observation. Read to engage you in the thinking about leadership and the models of leadership that are available. What’s your theory of leadership? How are you going to let that evolve over the course of your career? As you progress through your career to perhaps mid-level, those percentages will change.

By mid-level you normally will see about 50% of your skills in the technical area and the other 50% in the leadership and management area. By the time you get to be senior executive, the numbers have dramatically shifted. Most executives will freely admit that only 10% of their skill is in the technical area and 90% of their skill is in the leadership and people business. The understanding of motivation and inspiration, and that’s at the leadership levels.

All right, so I’m a leader wanna be, and I’ve done all the things right, I’ve collected data on myself, I’ve sought feedback, I participated in a 360-degree evaluation for my development. I’ve got all this stuff in my toolkit, and now I’ve got to build a house. What order do I use this stuff? How do I integrate everything I’ve learned and everything that I will continue to learn in a meaningful way for me? What kind of risk taker am I? Am I willing to seek help when necessary?

Am I willing to find a mentor with whom I can learn where the land mines are? Am I willing to extend myself and put myself in the place of most opportunity even though I may not know what the outcome’s going to be? But it will give me a chance to deploy and practice some of those leadership skills. Don’t try to deploy them all at once. Work on one at a time. Right now, in your life, in your position, what would be the one leadership skill that you want to work on?

Don’t try to do more than that right now until you get that one down pat. Decide if it’s listening, decide if it’s been a good questioner, decide if it’s being a good diagnostician and figuring out what leadership style would be appropriate for this situation. So start with baby steps. Pick one leadership skill that you want to work on and then put yourself in the place of most opportunity.

DR. LOUIS RUBINO: You need to really reach out– all students and early careerists– to the industry leaders of today. We’re so afraid sometimes to approach people, and people that are at the end stages of their career that have accomplished a lot recognize that they have a lot to give and would like to do it, but sometimes are hesitant to do it, because they’re not asked or because they feel it might be pushing onto people certain aspects that– it’s almost like an ego trip for them. And that’s not the case at all.

DR. BRENDA FRESHMAN: I would not be where I am today without the mentors in my life. So mentorship has been a valuable part of my own professional development. I think that individuals should– no matter what level they are–should look for people that they can learn from and develop good relationships with.

DR. CECELIA WOODEN: Oftentimes when we think about leadership and people in leadership roles, the question comes up, is there work-life balance? How do they deal with the demands of work, the stress of work, avoiding burnout in a complex environment like health care? We used to use the terms work-life balance, and now we’re using the terms vitality and velocity.

The velocity means, what’s the pace of your work? Are you in your everyday life avoiding burnout and managing stress by actually scheduling time into your appointments, into your day, that are just for you. Schedule it just like a regular meeting. This is the hour that I protect for myself, because I’m going to write my journal, or I’m going to go for a walk around the hospital campus, or I’m going to have a conversation with my life partner.

So in terms of velocity, a good leader will take a measure of themselves– what’s my capacity for stress–and they’ll balance that out with vitality, but when you think of the energy that is demanded of a health care leader, there’s likely no other profession that is 24/7 and dealing with issues as life and death as health care is. So the stress that that very profession causes must require somebody to have exceptional vitality, and we’re finding more and more that in health care organizations, at hospitals, in clinics, that there are far more employee wellness programs that are springing up.

And so as a leader and wanna be leader, I want you to think about, what’s my velocity? How much am I working? How do I check my stress level? And then second of all, on the vitality end, what is my organization offering that I might be able to take advantage of? Am I eating healthy in the cafeteria? Does the cafeteria have a heart healthy selection? Am I doing that? Am I taking advantage of the smoking cessation program that my organization may be sponsoring? Do we have a center–a gym, if you will, that has equipment that I could work out in?

KEVIN SMITH: The balance is important in life that family, good physical and emotional health is important, and you can’t get that by pouring 100% of yourself into work, and I think that’s especially important in health care, because of what we ask, in particular, of direct caregivers. They’ve chosen a profession in which they show up for work every day and put incredible amounts of themselves, their emotional goodwill, into people that in many cases they’ve never laid eyes on before.