Change Leadership in Nursing: How Change Occurs in a Complex Hospital System / Edition 1

by Mairead Hickey PhD, RN, FAHA, Phyllis Beck Kritek PhD, MSN, FAAN

Overview

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Brigham and Women's Hospital, a high-profile, complex, academic medical center in Boston, MA, is a founding member of the Partners HeathCare Sytem and is associated with Harvard Medical School and Dana Farber Cancer Institute. This truly unique volume chronicles the systemic efforts of the nursing department to make an already outstanding system even better. It provides access to a compelling story of institute-wide nursing practice today and how the opportunity for major change was embraced and successfully accomplished. Told from the perspective of ninety administrative and staff nurses, it serves as a model for change in similar institutions everywhere.

Key Features

Provides real world system level description of hospital-wide change initiated and implemented by nurses committed to safe quality patient care

Serves as a roadmap for institution-wide change for aspiring nurse leaders, including values to support, tools to develop or use, resources to be managed, key personnel to employ, and more

Offers nurse executives an array of catalytic ideas they can adapt to their own settings

Acts as a model for administrators and students in Masters and Doctoral Programs who are interested in seeing how change occurs in complex systems through personal engagement at all levels

"

Product Details

ISBN-13:	9780826108371
Publisher:	Springer Publishing Company
Publication date:	08/17/2011
Edition description:	New Edition
Pages:	400
Product dimensions:	6.90(w) x 9.90(h) x 0.90(d)

About the Author

Mairead Hickey, PhD, RN, FAHA, is the Chief Operating Office and Executive Vice President at Brigham and Women's Hospital.

Phyllis Beck Kritek, PhD, MSN, FAAN, is a Conflict Engagement Specialist who works with nursing education programs and major nursing organizations and hospital systems, including New York University, AONE, Kaiser Permanente, and Brigham and Women's Hospital.

Table of Contents

Foreword
Preface

PART ONE: AN INVITATION TO OUR READERS

Introduction: The Invitation
1. Beginning the Journey

PART TWO: CREATING THE CONDITIONS FOR CHANGE

2. Finding and Defining the Good
3. Creating a Healthy Work Environment
4. Strengthening the Practice of Nursing
5. Ensuring the Voice of the Nurse: Designing, Developing, and Implementing a Committee Structure
6. The Center for Nursing Excellence: Setting the Table
7. The Center for Nursing Excellence: Initiatives and Innovations
8. Beyond Regulatory Compliance: Our Quality Journey

PART THREE: FROM PRINCIPLES TO PROJECTS, PROGRAMS, AND PRACTICES

Section A. Institution-Wide Change

9. The Standards, Policies, and Procedures Steering Committee: Notes From the Field
10. Change Through Narrative
11. Change Through Clinical Experts: The APN Role and Impact
12. The Ethics of Caring
13. Technological Change
14. Change Through Synergy: Crafting Partnerships
15. Expanding Our Clinical Lens: Integrative Care

Section B. Service Area and Program Change

16. The Development of a Critical Care Leadership Team: Where We Have Been, Where We Are Now, and Where We Are Going
17. Building Anew
18. Neuroscience as Exemplar
19. Changing and Enhancing Nurses' Roles

Section C. Individual Reflections on the Experience of Change

20. Values and Vision
21. Leadership Stories
22. The Nurse Educator
23. Beyond Our Borders
24. Why Do People Aspire to Work at Brigham and Women's Hospital? A View From Business Services

PART IV: SUMMARY AND CONCLUSIONS: THE JOURNEY CONTINUES

25. Lessons Learned: The Journey Through the Rearview Mirror
26. The Journey Continues . . . Just Follow the Yellow Brick Road

Index