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

by Mairead Hickey

Overview

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:	2900826108370
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

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. Her previous accomplishments mark her as a leader in nursing education, including: Founding Director, Doctoral Program, UT Nursing, Galveston, where she also obtained the title Distinguished Professor of Nursing and was Chair, Department of Mental Health/Management; Professor and Dean, Marquette University College of Nursing; Founding Director, Doctoral Program and Research Center Director, University of Wisconsin-Milwaukee School of Nursing, and more. From 1991-1995 she was a member, Board of Governors and Chair, Council for Nurse Executives, NLN. From 1996-2004 she was member, Board of Trustees, CGFNS, and Treasurer and President of the Board. She is a Kellogg Leadership Fellowship Alumnae, and has received numerous awards and honors. She has authored two books through Jossey-Bass and NLN Press with many articles in peer-reviewed journals and chapters in books.

Mairead Hickey, PhD, RN, FAHA, was the CNO and Senior VP, Patient Care Services, Brigham and Women's Hospital at the time this book was written. She now holds the position of Chief Operating Office and Executive Vice President at Brigham and Women's Hospital. Previous positions there include: VP, Women's and Specialty Services and Director, Quality Care Management. Other accomplishments include, Director, American Assoication of Critical Care Nurses, Institute for Nursing Healthcare Leadership, Boston; Program Committee Member, American Heart Association; and Member, Search Committee for President of MGH Institute for Health Professions. At Yale University School of Nursing, she was an associate professor and chair of the graduate program for medical-surgical clinical nurse specialists. She has written three monographs, two for AACN, and myriad research reports and presentations nationally. She has served on several editorial or review boards including Journal of Cardiovascular Nursing, Research in Nursing and Health, Critical Care Nursing Clinics of North America, American Journal of Critical Care, and others.

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