Just a few more days left until our Nursing Peer Review webcast, featuring nursing peer review experts Laura Harrington, RN, BSN, MHA, CPHQ, CPCQM, and Marla Smith, MHSA. These authors of the HCPro book Nursing Peer Review, Second Edition: A Practical, Nonpunitive Approach to Case Review, will pack a 90-minute webcast with answers to these questions, and more:
How do you actually do nursing case review? How do you deal
with the outcomes? And how can you use case review to monitor performance and track and trend data? And what are the core requirements for confidentiality? (See below for Don’t Disclose,
a cheat sheet of guidelines, and look for a notice soon for download instructions.)
Developing a structure to support nursing case review is just the first step. Join us on Thursday, April 16, 2015 at 1–2:30 p.m. Eastern to explore the practical requirements of implementing this important process. To register, click here.
Last week I promised a downloadable version of the whistleblower flowchart. For those who are interested, you can access the file here.
When I read about the fallout on Kim Cheely, the nurse whistle-
blower I wrote about last week, I had to ask myself:
Why do nurses risk their jobs to blow the whistle? Why speak out, when there is danger of ostracism, marginalization, and damage to one’s career? I did a bit more research on the subject, and ran across a thought-provoking study published “down under” a few years ago in the Journal of Advanced Nursing. You may find it interesting also.
Using a qualitative narrative inquiry design, the Understanding whistleblowing: Qualitative insights from nurse whistleblowers study looked into the reasons nurses decided to become whistleblowers, and gathered insights into nurses’ experiences of being whistleblowers. I doubt any nurses reading this will be surprised to learn the primary reason behind the decision to blow the whistle.
It’s simple, nurses are patient advocates. Of course there’s much more to the study, and it makes interesting reading for many reasons, not the least of which is that it used face-to-face data collection methods, and based queries on real experiences and not hypothetical scenarios.
In other words, the questions didn’t ask “what would you do” if you faced with wrongdoing. The subjects of this study had worked through the tough decisions and lived through actual whistleblowing events. You can access the report on this study here.
Hello! I will be writing a weekly blog for YOU, the professional nurse leader in the second half of your career, anticipating what’s next and wanting to embrace a wellness lifestyle. I’m the perfect partner for you as you embark on this journey since I am already in the Boomer Retirement Zone myself. So let’s get acquainted!
I am not a nurse in the traditional sense—a patient care expert—though I did do that some. I am a nurse in the global sense, caring about the total health of the human condition: mind, body and spirit. Luckily, my nursing path led me to wellness, my true passion, where I spent the majority of my career. Even within my passion, however, I still found a need to reinvent myself regularly.
Why this desire to change? Born with a creative brain, I am often plagued with frustration when working in a structured and predictable environment. I can do it if I have to, but it is not my true nature, which I discovered once I reached adulthood when I could fully express who I was.
Please join me in welcoming Carol Ebert, RN, to the StrategiesForNurseManagers.com and The Leaders’ Lounge blog community!
Carol is a health and wellness expert and devotes much of her time to helping nurses focus on their own health and wellness, as well as preparing for retirement and the later part of their careers.
Carol will pen the “Rock your health” column each Wednesday on The Leaders’ Lounge. Be sure to stop by and check out her latest helpful tips and advice!
Last week, a whistleblower lawsuit was filed by Kim Cheely, a nurse manager at Georgia Regents Medical Center prior to being fired last October for “insubordination.” In this case, “insubordination” appears to mean that the trusted, 37-year veteran of GRMC dogged management to address quality-of-care concerns related to repeated staff reductions in the oncology and bone marrow transplant units.
The story in The Augusta Chronicle documents a situation where anything that could go wrong, did. Cheely took every logical step she could to affect change, and thought she would be protected from retaliation by invoking the hospital’s conflict resolution policy. This did not turn out well for Cheely, unfortunately. In fact, to be protected as a whistleblower, you must report to the state or national agency responsible for regulation of your employer.
For anyone considering blowing the whistle, take a look at the flowchart I created from advice offered on the ANA website. The chart, which illustrates just the bare bones, will be available for download later in the week, in case you want to share it with your colleagues.
On a related note: I’m currently reading draft chapters for an upcoming HCPro book, The Nurse Manager’s Legal Companion, by a wonderful nurse and attorney, Dinah Brothers. We’ll also have a handbook for staff nurses. Neither is available for preorder quite yet, but I’ll be sure to let you know when they are.
Yesterday I promised you a free tool adapted from
The Preceptor Program Builder, by Diana Swihart
and Solimar Figueroa.
If you’d like to download their Action Plan for New Nurses, you’ll find it here.
As a nurse manager, one of your challenges is to lead the change process for your staff. And, while new procedures and practices need to be assimilated by your experienced staff members as they arise, your new nurses experience the greatest number of changes every day as they transition to service from preceptorship.
Unfortunately, by and large, people are programmed not to change. New staff members may think that the skills learned in school or in a previous position will map directly to your workplace, and they will tend to fall back on the way things were done before. You, on the other hand, need them to adapt quickly, putting behaviors learned in orientation to work. In other words, you need them to change.
Try using the action plan below to help identify specific areas to address. It will give you the framework you both need to keep improving and changing.
Note: Check back tomorrow for a link to download this tool from our library of nurse manager resources. It is adapted from The Preceptor Program Builder, by Diana Swihart and Solimar Figueroa.
Men typically earn around $5,000 more than women in the nursing profession, according to a recent study published in JAMA.
Even adjusting for factors such as experience, education, shift, or clinical specialty, the salary gap between men and women is around $5,000.
The Huffington Post quotes lead study author Ulrike Muench from the University of California, San Francisco: “Nursing is the largest female dominated profession so you would think that if any profession could have women achieve equal pay, it would be nursing.”
What do you think of this report? Share your comments below.
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Power can be taken, but not given. The process of the taking is empowerment in itself.
In a recent post, I promised a free tool adapted from The Image of Nursing.
If you’d like to download SAY THIS, NOT THAT: An Empowerment Glossary for
Nurses, you’ll find it here. And while you’re waiting for the download, try this:
If you hear yourself saying:
No one notices my contributions
Say this instead:
I’d like to share with you how I’ve handled this situation