lead final 1 Flashcards

1
Q

The Magnet Program doesn’t dictate

A

a specific way of doing things. Instead you have to take it upon yourself to explain why your system is good

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2
Q

The Synergy Model

A
  • Comprehensive approach to care

- starts with a philosophical approach to care that drives the way care is delivered

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3
Q

Clinical Nurse Leader

A

This new role is designed to help staff solve problems and improve the quality of care delivered on a clinical unit.

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4
Q

Functional Nursing: 3 Advantages

A
  • Efficient
  • Assistive personnel can be trained to perform specific tasks.
  • Cost-effective
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5
Q

Functional Nursing: 3 Disadvantages

A
  • Communication disrupted
  • Maybe too much focus on tasks instead of big picture
  • Frustrating for the nurse
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6
Q

Care Delivery Model: Team Nursing: 3 Advantages

A
  • Cost-effective
  • Decisions made at the “grass roots” level, often by staff caring for the patient
  • Improved patient satisfaction
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7
Q

Care Delivery Model: Team Nursing: 3 Disadvantages

A
  • Relies heavily on have a good team leader
  • Need adequate staff with the right skill mix
  • Potential for fragmentation of care
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8
Q

A goal of Nursing Case Management: Improved ___ ___

A

patient outcomes

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9
Q

A goal of Nursing Case Management: Decreased

A

length of stay

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10
Q

A goal of Nursing Case Management: Interfaces with ___ ___

A

multiple disciplines

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11
Q

3 things that the Nurse Case Manager is responsible for

A
  • Make sure the patient has access to services
  • Monitor how much they are using the resources
  • Monitor the outcomes
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12
Q

understand that Nurse Case Managers will have a

A

manager/leader (they’re not on their own)

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13
Q

Disease Management is a model of care for

A

people with chronic illnesses

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14
Q

Disease Management Model of care: 3 traits

A
  1. Emphasize self-care
  2. Use best practice
  3. Outpatient follow up
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15
Q

HPPD

A

Hours per Patient Day

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16
Q

UOS

A

Unit of Service

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17
Q

Patient falls
Skin breakdown
Length of stay

are examples of

A

Clinical/Service indicators that are used to determine how effective the staffing is

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18
Q

NHPPD
Overtime
Vacancy rate

are examples of

A

Human Resource indicators that are used to determine how effective the staffing is

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19
Q

The goal of dealing with staffing issues is to use

A

available data to improve outcomes

20
Q

Key Points for Manager: Ability to deliver safe and effective care while

A

maintaining employee satisfaction

21
Q

Societal Factors Influencing the Use of Research: Rising

A

cost of health care

22
Q

Societal Factors Influencing the Use of Research: Quality

A

improvement initiatives

23
Q

Societal Factors Influencing the Use of Research: Pressures to

A

avoid errors

24
Q

Research definition

A

systematic inquiry to validate knowledge or produce new knowledge

25
3 examples of Foundations for Practice Improvement
- Preop teaching - Preventing falls - Preventing ulcers
26
Research Utilization
using research to make a change in practice
27
Evidence-Based Practice includes consideration of
patients’ preferences
28
Requirements for the development of an evidence-based practice include: A clearly
written clinical question
29
Requirements for the development of an evidence-based practice include: thorough
search of the literature
30
Requirements for the development of an evidence-based practice include: Placing evidence in the context of
patient, family, and community values
31
EBP: One distinction from research utilization, which focuses on using a SPECIFIC research finding in practice, is that EBP
focuses on solving a clinical problem with a research-based solution. So EBP is more broad
32
Another difference between EBP and RU is that evidence-based practice includes consideration of
patients’ preferences
33
The best strategies for getting staff members to use a new evidence-based protocol
Translation of Research into Practice
34
Steps in Evidence-Based Practice: (first step) Asking
the relevant clinical question
35
Steps in Evidence-Based Practice: (second step after you asked your question) Searching
for the best evidence
36
Steps in Evidence-Based Practice: (After you searched for your evidence)
Critically appraising evidence
37
Steps in Evidence-Based Practice: (4th step) Integrating
Integrating evidence with clinical expertise, patient preferences, and values in making a practice decision or change
38
Steps in Evidence-Based Practice: The thing that's always the last step
Evaluating
39
PICO
Population Intervention Comparison Outcome
40
Diffusion of Innovations: 5 Stages
``` Knowledge (you learned the info) Persuasion Commitment Implementation Confirmation ```
41
Active in seeking new information. Organization’s visionaries.
Innovators
42
Organization’s opinion leaders who learn about an innovation and apply it to their practice. Can be effective in communicating the value of an innovation.
Early adopters
43
Won’t bring forth an innovation but will readily adopt it when brought forth by others.
Early majority
44
Skeptics who don’t adopt something unless pressure is applied. May be part of a backlash.
Late majority
45
Most secure in holding on to the past. Most comfortable when an idea can’t fail.
Laggards
46
Stetler’s Research Utilization Model (5 steps) PVDAE
``` Prepare Validate decision making application Evaluation ```
47
Collaboration in EBP: 3 things
Get people involved Partner with institutions Publicize your results