Leadership Development Through Practice Innovations: Rapid Cycle Pilot Projects Targeting Inpatient Fall Prevention

2.50
Hdl Handle:
http://hdl.handle.net/10755/147975
Type:
Presentation
Title:
Leadership Development Through Practice Innovations: Rapid Cycle Pilot Projects Targeting Inpatient Fall Prevention
Abstract:
Leadership Development Through Practice Innovations: Rapid Cycle Pilot Projects Targeting Inpatient Fall Prevention
Conference Sponsor:Sigma Theta Tau International
Conference Year:2005
Author:Lendzion, Nadine Frances, MN, RN, CNRN, CWOCN
P.I. Institution Name:Mayo Clinic Scottsdale
Title:Clinical Nurse Specialist
Co-Authors:Anna Marie Hunsaker, RN, MS; Teri Britt Pipe, PhD, RN; Marie I. Griffin, BSN, RN, CPHQ
Purpose: This presentation will describe the leadership development strategies and outcomes associated with a rapid cycle innovation process designed to increase patient safety around the issue of fall prevention. A multidisciplinary process improvement team was formed, consisting of key personnel from nursing, medicine, and therapy services. The team's goal was reduction in the number of falls and the severity of injuries from falls among inpatients in a 220-bed hospital in the Southwestern U.S. Methods: While the process improvement team was administratively responsible for outcomes, nursing leadership at the unit level was essential to achieving patient safety goals related to fall prevention. The approach chosen by the team was rapid cycle pilot projects implemented concurrently on each unit, with each unit choosing a different innovation tailored to specific patient population served. The multiple rapid cycle innovation depended heavily on nursing staff involvement, thus nursing leadership at the unit level was crucial. Key nursing staff members volunteered or were identified on each unit. The staff nurse leaders served as liaisons between the process improvement team and the rest of the staff on the nursing unit. Their role was to ascertain the patient needs and care strategies most appropriate for their unit, then with staff and PI team input, to come up with innovative approaches to reducing falls and injuries from falls. Outcomes: Staff nurses were mentored by more seasoned advanced career nurses, and in turn the staff nurses served as content experts about patient care and thus helped the senior nurses understand the complexities of patient care from a different perspective. Leadership skills enhanced included teamwork, communication, committee dynamics, evaluating evidence-based approaches, and becoming change agents at the unit- and organizational levels. Lessons Learned: Rapid change and innovation can be used as an energizing force for leadership development among staff nurses.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleLeadership Development Through Practice Innovations: Rapid Cycle Pilot Projects Targeting Inpatient Fall Preventionen_GB
dc.identifier.urihttp://hdl.handle.net/10755/147975-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Leadership Development Through Practice Innovations: Rapid Cycle Pilot Projects Targeting Inpatient Fall Prevention</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2005</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Lendzion, Nadine Frances, MN, RN, CNRN, CWOCN</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Mayo Clinic Scottsdale</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Clinical Nurse Specialist</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">lendzion.nadine@mayo.edu</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">Anna Marie Hunsaker, RN, MS; Teri Britt Pipe, PhD, RN; Marie I. Griffin, BSN, RN, CPHQ</td></tr><tr><td colspan="2" class="item-abstract">Purpose: This presentation will describe the leadership development strategies and outcomes associated with a rapid cycle innovation process designed to increase patient safety around the issue of fall prevention. A multidisciplinary process improvement team was formed, consisting of key personnel from nursing, medicine, and therapy services. The team's goal was reduction in the number of falls and the severity of injuries from falls among inpatients in a 220-bed hospital in the Southwestern U.S. Methods: While the process improvement team was administratively responsible for outcomes, nursing leadership at the unit level was essential to achieving patient safety goals related to fall prevention. The approach chosen by the team was rapid cycle pilot projects implemented concurrently on each unit, with each unit choosing a different innovation tailored to specific patient population served. The multiple rapid cycle innovation depended heavily on nursing staff involvement, thus nursing leadership at the unit level was crucial. Key nursing staff members volunteered or were identified on each unit. The staff nurse leaders served as liaisons between the process improvement team and the rest of the staff on the nursing unit. Their role was to ascertain the patient needs and care strategies most appropriate for their unit, then with staff and PI team input, to come up with innovative approaches to reducing falls and injuries from falls. Outcomes: Staff nurses were mentored by more seasoned advanced career nurses, and in turn the staff nurses served as content experts about patient care and thus helped the senior nurses understand the complexities of patient care from a different perspective. Leadership skills enhanced included teamwork, communication, committee dynamics, evaluating evidence-based approaches, and becoming change agents at the unit- and organizational levels. Lessons Learned: Rapid change and innovation can be used as an energizing force for leadership development among staff nurses.</td></tr></table>en_GB
dc.date.available2011-10-26T09:38:46Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T09:38:46Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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