An Innovative Strategy to Lead Clinical Practice Change to Achieve Quality Outcomes

2.50
Hdl Handle:
http://hdl.handle.net/10755/603097
Category:
Full-text
Format:
Text-based Document
Type:
Presentation
Title:
An Innovative Strategy to Lead Clinical Practice Change to Achieve Quality Outcomes
Other Titles:
Transforming Nursing Leadership Practice [Session]
Author(s):
Parsons, Mickey L.; Toney, Patty; Berndt, Andrea E.; Toney, Patty; Berndt, Andrea E.
Lead Author STTI Affiliation:
Delta Alpha
Author Details:
Mickey L. Parsons, RN, PhD, MHA, FAAN, MickeyParsonsConsulting@gmail.com; Patty Toney, RN, BSN, MSN; Andrea E. Berndt
Abstract:
Session presented on Tuesday, November 10, 2015: PURPOSE : To delineate the clinical leadership professional development program, innovative clinical microsystem practice change methodology, and outcomes.     EVIDENCE/LITERATURE REVIEW : The literature is replete with extensive literature on leadership, quality improvement and evidence based practice. However, there is extant literature on the “how to” of leading practice change to achieve specific outcome(s). THEORTICAL FRAMEWORK:  The professional development program content was informed by concepts of interpersonal trust, change theory, best practices for execution, and a practice change tool kit.    METHODOLOGY : A ten month program of professional development for twelve Nursing Unit Directors from four facilities was provided. It included ten monthly two hour seminars, and four 1:1 individual coaching sessions. The practice change tool kit incorporated The Four Disciplines of Execution (Covey and McChesney, 2012) adapted, and a comprehensive planning process including the following steps: Clinical opportunity and baseline and expected outcome(s), Stakeholder engagement, Evidence, Specific Nursing Practices - what the staff is "to do," Practice implementation addressing facilitators and barriers to the practice change(s), communication steps, and staff development, Concurrent practice monitoring, Cadence of accountability, and Clinical outcome results. RESULTS : Three instruments were utilized to assess participant outcomes. They were Empowerment - Behavioral, Verbal and Outcome (Irvine, Leatt, Evans & Baker, 1999), Trust in Peers and Managment (Cook & Wall, 1980), and Transformational Leadership (Heutson & Wolf, 2011). With a very small participant sample, post program implementation findings represent trends only. Specifically, both self reported behavioral and outcome empowerment scores improved and trust in management and peers post program. The self reported perceptions of the transformational leadership practices improved. Qualitative post survey findings were very positive. The program’s clinical impact was demonstrated through each Director’s patient care project.  With their Unit Councils’ they developed, implemented, and evaluated a clinical practice change project to achieve a specific clinical outcome(s). Selected project titles included 1) Improving family satisfaction through face to face handovers from the post anesthesia care unit to the pediatric surgical unit, 2) Eliminating patient falls facility wide through a comprehensive practice review and implementation, 3) Preventing venous thromboembolism (VTE) through consistent achievement of VTE process outcomes   CONCLUSION: The early results indicate that the professional development program led to important self reported learning by the Directors and in clinical care impact. Early results indicative of organizational impact are that the health system is spreading the microsystem practice change methodology across the four hospitals through their shared governance structure and through a new group of Directors participating in the program. IMPLICATIONS:   The program and Microsystem Practice Change Method contributes to Nursing executives and clinical leaders armamentarium to achieve and sustain clinical outcomes.
Keywords:
TYPE NEW KEYWORD HERE; Clinical Practice Change
Repository Posting Date:
21-Mar-2016
Date of Publication:
21-Mar-2016
Other Identifiers:
CONV15G12
Conference Date:
2015
Conference Name:
43rd Biennial Convention
Conference Host:
Sigma Theta Tau International, the Honor Society of Nursing
Conference Location:
Las Vegas, Nevada, USA
Description:
43rd Biennial Convention 2015 Theme: Serve Locally, Transform Regionally, Lead Globally.`

Full metadata record

DC FieldValue Language
dc.language.isoen_USen
dc.type.categoryFull-texten
dc.formatText-based Documenten
dc.typePresentationen
dc.titleAn Innovative Strategy to Lead Clinical Practice Change to Achieve Quality Outcomesen
dc.title.alternativeTransforming Nursing Leadership Practice [Session]en
dc.contributor.authorParsons, Mickey L.en
dc.contributor.authorToney, Pattyen
dc.contributor.authorBerndt, Andrea E.en
dc.contributor.authorToney, Pattyen
dc.contributor.authorBerndt, Andrea E.en
dc.contributor.departmentDelta Alphaen
dc.author.detailsMickey L. Parsons, RN, PhD, MHA, FAAN, MickeyParsonsConsulting@gmail.com; Patty Toney, RN, BSN, MSN; Andrea E. Berndten
dc.identifier.urihttp://hdl.handle.net/10755/603097en
dc.description.abstractSession presented on Tuesday, November 10, 2015: PURPOSE : To delineate the clinical leadership professional development program, innovative clinical microsystem practice change methodology, and outcomes.     EVIDENCE/LITERATURE REVIEW : The literature is replete with extensive literature on leadership, quality improvement and evidence based practice. However, there is extant literature on the “how to” of leading practice change to achieve specific outcome(s). THEORTICAL FRAMEWORK:  The professional development program content was informed by concepts of interpersonal trust, change theory, best practices for execution, and a practice change tool kit.    METHODOLOGY : A ten month program of professional development for twelve Nursing Unit Directors from four facilities was provided. It included ten monthly two hour seminars, and four 1:1 individual coaching sessions. The practice change tool kit incorporated The Four Disciplines of Execution (Covey and McChesney, 2012) adapted, and a comprehensive planning process including the following steps: Clinical opportunity and baseline and expected outcome(s), Stakeholder engagement, Evidence, Specific Nursing Practices - what the staff is "to do," Practice implementation addressing facilitators and barriers to the practice change(s), communication steps, and staff development, Concurrent practice monitoring, Cadence of accountability, and Clinical outcome results. RESULTS : Three instruments were utilized to assess participant outcomes. They were Empowerment - Behavioral, Verbal and Outcome (Irvine, Leatt, Evans & Baker, 1999), Trust in Peers and Managment (Cook & Wall, 1980), and Transformational Leadership (Heutson & Wolf, 2011). With a very small participant sample, post program implementation findings represent trends only. Specifically, both self reported behavioral and outcome empowerment scores improved and trust in management and peers post program. The self reported perceptions of the transformational leadership practices improved. Qualitative post survey findings were very positive. The program’s clinical impact was demonstrated through each Director’s patient care project.  With their Unit Councils’ they developed, implemented, and evaluated a clinical practice change project to achieve a specific clinical outcome(s). Selected project titles included 1) Improving family satisfaction through face to face handovers from the post anesthesia care unit to the pediatric surgical unit, 2) Eliminating patient falls facility wide through a comprehensive practice review and implementation, 3) Preventing venous thromboembolism (VTE) through consistent achievement of VTE process outcomes   CONCLUSION: The early results indicate that the professional development program led to important self reported learning by the Directors and in clinical care impact. Early results indicative of organizational impact are that the health system is spreading the microsystem practice change methodology across the four hospitals through their shared governance structure and through a new group of Directors participating in the program. IMPLICATIONS:   The program and Microsystem Practice Change Method contributes to Nursing executives and clinical leaders armamentarium to achieve and sustain clinical outcomes.en
dc.subjectTYPE NEW KEYWORD HEREen
dc.subjectClinical Practice Changeen
dc.date.available2016-03-21T16:43:15Zen
dc.date.issued2016-03-21en
dc.date.accessioned2016-03-21T16:43:15Zen
dc.conference.date2015en
dc.conference.name43rd Biennial Conventionen
dc.conference.hostSigma Theta Tau International, the Honor Society of Nursingen
dc.conference.locationLas Vegas, Nevada, USAen
dc.description43rd Biennial Convention 2015 Theme: Serve Locally, Transform Regionally, Lead Globally.`en
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