Nurse Leadership Knowing as a Foundational Strategic Model toward Decreasing the Prevalence of Failure to Rescue

9.00
Hdl Handle:
http://hdl.handle.net/10755/148651
Type:
Presentation
Title:
Nurse Leadership Knowing as a Foundational Strategic Model toward Decreasing the Prevalence of Failure to Rescue
Abstract:
Nurse Leadership Knowing as a Foundational Strategic Model toward Decreasing the Prevalence of Failure to Rescue
Conference Sponsor:Sigma Theta Tau International
Conference Year:2009
Author:Jackson, Janet P., MSN, RN
P.I. Institution Name:Old Dominion University
Title:Adjunct Faculty
Co-Authors:Kathie Zimbro, PhD, RN; Paul T. Clements, PhD, APRN, BC
[Leadership Session Presentation] Failure to rescue continues to be a pervasive challenge for hospitals. Failure to rescue as defined by the Agency for Healthcare Research and Quality (AHRQ) includes failure to prevent clinical deterioration, such as death or permanent disability, from an illness or a complication of medical care. In spite of the significant advances in examination and understanding of this issue, hospitals are still frequently confronted by patient injuries, untoward outcomes, potential litigation, and altered views of corporate perception within the community. Nursing literature reflects the keen interest in recognizing the critical nature of vigilance, anticipation, and action by nurses to prevent failure to rescue. In direct response to the need for establishment of leadership structures and systems to ensure that there is organization-wide awareness of patient safety and performance gaps, Nurse Leadership Knowing is proposed as a foundational model for creating a culture of professional practice. It is proposed that a shift from reactive response to failure to rescue be replaced with enhanced proactive assessment and prevention. In addition to a case study as exemplar, an operational matrix for application of Nurse Leadership Knowing (including the recently established pattern of Emancipatory Knowing) will be presented as initiative for leadership development and enhanced patient safety. ReferencesAgency for Healthcare Research and Quality (AHRQ).(n.d.). Glossary. Retrieved January 2, 2009 from http://psnet.ahrq.gov/glossary.aspx#FArmstrong, K. & Laschinger, H. (2006). Structural empowerment, magnet hospital characteristics, and patient safety culture: Making the link. Journal of Nursing Care Quality,20(27), 124-132.Averill, J.B., & Clements, P.T. (2007). Patterns of knowing as a foundation for action- sensitive pedagogy. Qualitative Health Research, 17(3): 386-399.Carper, B. (1978). Fundamental patterns of knowing in nursing. Advances in Nursing Science, 1(1), 13-23. Chinn, P.L., & Kramer, M.K. (2008). Integrated theory and knowledge development in nursing (7th ed.). St. Louis: Mosby/Elsevier. Clark, S. (2004). Failure to rescue: Lessons from missed opportunities in care. Nursing Inquiry, 11(2), 67-71. Clarke, S. & Aiken, L. (2003). Failure to rescue. American Journal of Nursing, 103(1), 42-47. Clements, P. T., & Averill, J. B. (2006). Finding patterns of knowing in the work of Florence Nightingale. Nursing Outlook, 54(5): 268-274.Ferguson, L. & Calvert, J. (2007). Clinical leadership: Using observations of care to focus risk management and quality improvement activities in the clinical setting. Contemporary Nurse, 24(2), 212-224. Heath, H. (1998). Reflection and patterns of knowing in nursing. Journal of Advanced Nursing, 27(5), 1054-1063. Jackson, J. P., Clements, P.T., Averill, J.B. & Zimbro, K. (in press). The Patterns of Knowing: Proposing a Theory for Nursing Leadership. Nursing Economic$: The Journal for Healthcare Leaders.Kurtzman, E. & Jennings, B. (2008). Capturing the imagination of nursing executives in tracking the quality of nursing care. Nursing Administration Quarterly, 32(3), 235-246. Mark, B., Hughes, L. & Jones, C. (2004). The role of theory in improving patient safety and quality health care. Nursing Outlook, 52(1), 11-16. Meyer, G. & Lavin, M. (2005). Vigilance: The essence of nursing. Online Journal of Issues in Nursing, 10(3). Retrieved December 22, 2008 from            http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Volume102005/No3Sept05/ArticlePreviousTopic/VigilanceTheEssenceofNursing.aspx Morjikian, R., Kimball, B. & Joynt, J. (2007). Leading change: the nurse executive?s role in implementing new care delivery models. The Journal of Nursing Administration, 37(9), 399-404. Pipe, T. (2007). Optimizing nursing care by integrating theory-driven evidence-based practice. Journal of Nursing Care Quality, 22(3), 234-238. White, J. (1995). Patterns of knowing: Review, critique, and update. Advances in Nursing Science 17(4), 73-86. Wong, C. & Cumings, G. (2007). The relationship between nursing leadership and patient outcomes: A systematic review. Journal of Nursing Management, 15, 508-521.
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.titleNurse Leadership Knowing as a Foundational Strategic Model toward Decreasing the Prevalence of Failure to Rescueen_GB
dc.identifier.urihttp://hdl.handle.net/10755/148651-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Nurse Leadership Knowing as a Foundational Strategic Model toward Decreasing the Prevalence of Failure to Rescue</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">2009</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Jackson, Janet P., MSN, RN</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Old Dominion University</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Adjunct Faculty</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">jpjackso@odu.edu</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">Kathie Zimbro, PhD, RN; Paul T. Clements, PhD, APRN, BC</td></tr><tr><td colspan="2" class="item-abstract">[Leadership Session Presentation] Failure to rescue continues to be a pervasive challenge for hospitals. Failure to rescue as defined by the Agency for Healthcare Research and Quality (AHRQ) includes failure to prevent clinical deterioration, such as death or permanent disability, from an illness or a complication of medical care. In spite of the significant advances in examination and understanding of this issue, hospitals are still frequently confronted by patient injuries, untoward outcomes, potential litigation, and altered views of corporate perception within the community. Nursing literature reflects the keen interest in recognizing the critical nature of vigilance, anticipation, and action by nurses to prevent failure to rescue. In direct response to the need for establishment of leadership structures and systems to ensure that there is organization-wide awareness of patient safety and performance gaps, Nurse Leadership Knowing is proposed as a foundational model for creating a culture of professional practice. It is proposed that a shift from reactive response to failure to rescue be replaced with enhanced proactive assessment and prevention. In addition to a case study as exemplar, an operational matrix for application of Nurse Leadership Knowing (including the recently established pattern of Emancipatory Knowing) will be presented as initiative for leadership development and enhanced patient safety. ReferencesAgency for Healthcare Research and Quality (AHRQ).(n.d.). Glossary. Retrieved&nbsp;January 2, 2009 from http://psnet.ahrq.gov/glossary.aspx#FArmstrong, K. &amp; Laschinger, H. (2006). Structural empowerment, magnet hospital characteristics, and patient safety culture: Making the link. Journal of Nursing Care Quality,20(27), 124-132.Averill, J.B., &amp; Clements, P.T. (2007). Patterns of knowing as a foundation for action-&nbsp;sensitive pedagogy. Qualitative Health Research, 17(3): 386-399.Carper, B. (1978). Fundamental patterns of knowing in nursing. Advances in Nursing Science, 1(1), 13-23. Chinn, P.L., &amp; Kramer, M.K. (2008). Integrated theory and knowledge development in nursing (7th ed.). St. Louis: Mosby/Elsevier. Clark, S. (2004). Failure to rescue: Lessons from missed opportunities in care. Nursing Inquiry, 11(2), 67-71. Clarke, S. &amp; Aiken, L. (2003). Failure to rescue. American Journal of Nursing, 103(1), 42-47. Clements, P. T., &amp; Averill, J. B. (2006). Finding patterns of knowing in the work of&nbsp;Florence Nightingale. Nursing Outlook, 54(5): 268-274.Ferguson, L. &amp; Calvert, J. (2007). Clinical leadership: Using observations of care to&nbsp;focus risk management and quality improvement activities in the clinical setting.&nbsp;Contemporary Nurse, 24(2), 212-224. Heath, H. (1998). Reflection and patterns of knowing in nursing. Journal of Advanced Nursing, 27(5), 1054-1063. Jackson, J. P., Clements, P.T., Averill, J.B. &amp; Zimbro, K. (in press). The Patterns of&nbsp;Knowing: Proposing a Theory for Nursing Leadership. Nursing Economic$: The Journal for Healthcare Leaders.Kurtzman, E. &amp; Jennings, B. (2008). Capturing the imagination of nursing executives in tracking the quality of nursing care. Nursing Administration Quarterly, 32(3),&nbsp;235-246. Mark, B., Hughes, L. &amp; Jones, C. (2004). The role of theory in improving patient safety and quality health care. Nursing Outlook, 52(1), 11-16. Meyer, G. &amp; Lavin, M. (2005). Vigilance: The essence of nursing. Online Journal of Issues in Nursing, 10(3). Retrieved December 22, 2008 from &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Volume102005/No3Sept05/ArticlePreviousTopic/VigilanceTheEssenceofNursing.aspx Morjikian, R., Kimball, B. &amp; Joynt, J. (2007). Leading change: the nurse executive?s role in implementing new care delivery models. The Journal of Nursing Administration, 37(9), 399-404. Pipe, T. (2007). Optimizing nursing care by integrating theory-driven evidence-based&nbsp;practice. Journal of Nursing Care Quality, 22(3), 234-238. White, J. (1995). Patterns of knowing: Review, critique, and update. Advances in Nursing Science 17(4), 73-86. Wong, C. &amp; Cumings, G. (2007). The relationship between nursing leadership and&nbsp;patient outcomes: A systematic review. Journal of Nursing Management, 15, 508-521.</td></tr></table>en_GB
dc.date.available2011-10-26T09:48:26Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T09:48:26Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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