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
Q

3 examples of Foundations for Practice Improvement

A
  • Preop teaching
  • Preventing falls
  • Preventing ulcers
26
Q

Research Utilization

A

using research to make a change in practice

27
Q

Evidence-Based Practice includes consideration of

A

patients’ preferences

28
Q

Requirements for the development of an evidence-based practice include: A clearly

A

written clinical question

29
Q

Requirements for the development of an evidence-based practice include: thorough

A

search of the literature

30
Q

Requirements for the development of an evidence-based practice include: Placing evidence in the context of

A

patient, family, and community values

31
Q

EBP: One distinction from research utilization, which focuses on using a SPECIFIC research finding in practice, is that EBP

A

focuses on solving a clinical problem with a research-based solution.

So EBP is more broad

32
Q

Another difference between EBP and RU is that evidence-based practice includes consideration of

A

patients’ preferences

33
Q

The best strategies for getting staff members to use a new evidence-based protocol

A

Translation of Research into Practice

34
Q

Steps in Evidence-Based Practice: (first step) Asking

A

the relevant clinical question

35
Q

Steps in Evidence-Based Practice: (second step after you asked your question) Searching

A

for the best evidence

36
Q

Steps in Evidence-Based Practice: (After you searched for your evidence)

A

Critically appraising evidence

37
Q

Steps in Evidence-Based Practice: (4th step) Integrating

A

Integrating evidence with clinical expertise, patient preferences, and values in making a practice decision or change

38
Q

Steps in Evidence-Based Practice: The thing that’s always the last step

A

Evaluating

39
Q

PICO

A

Population
Intervention
Comparison
Outcome

40
Q

Diffusion of Innovations: 5 Stages

A
Knowledge (you learned the info)
Persuasion 
Commitment 
Implementation
Confirmation
41
Q

Active in seeking new information. Organization’s visionaries.

A

Innovators

42
Q

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.

A

Early adopters

43
Q

Won’t bring forth an innovation but will readily adopt it when brought forth by others.

A

Early majority

44
Q

Skeptics who don’t adopt something unless pressure is applied. May be part of a backlash.

A

Late majority

45
Q

Most secure in holding on to the past. Most comfortable when an idea can’t fail.

A

Laggards

46
Q

Stetler’s Research Utilization Model (5 steps)

PVDAE

A
Prepare
Validate
decision making
application
Evaluation
47
Q

Collaboration in EBP: 3 things

A

Get people involved
Partner with institutions
Publicize your results