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1453 results in Nursing

Page 49 of 73

  • 4 - Evidence-based practice

  • Dawn Forman, Curtin University, Perth, Dimity Pond, University of Newcastle, New South Wales
  • Book:
    Care of the Person with Dementia
    Published online:
    06 August 2018
    Print publication:
    15 September 2015, pp 63-80

  • Summary

    Learning outcomes

  • Identify the challenges of applying evidence-based practice to health workplaces.

  • Discuss the role of interprofessional education in supporting the translation of evidence into practice within dementia care.

  • Describe the barriers and enablers of knowledge translation and evidence-based practice.

    • Key terms

  • evaluation

  • evidence-based practice (EBP)

  • interprofessional education (IPE)

  • knowledge translation (KT)

  • power

    • Introduction

    The concept of evidence-based practice (EBP) has become the gold standard for health care as it envisions that new and innovative findings (ideas, treatments, technology and methods) will be incorporated into the education of health care teams and thus will lead to improvements in real-world practice with the application of current knowledge. It makes sense that we look to the research literature (peer reviewed and published studies), evaluate what we find, and use evidence in our planning and our ways of doing things. The Oxford Centre for Evidence-Based Medicine (Howick et al., 2011) has developed a hierarchy of likely best evidence with five levels of evidence from strongest to weakest: systematic reviews, randomised controlled trials, cohort studies, case series and clinical/mechanistic reasoning. They link the evidence to whether it is being used for diagnosis, prognosis, therapy and prevention, or economic decision analysis. Eccles and colleagues (1998) used three evidence categories to develop guidelines for the primary care management of dementia: They are:

  • I well-designed randomised controlled trials, meta-analyses or systematic reviews;

  • II well-designed cohort or case control studies;

  • III uncontrolled studies or external consensus.

  • 7 - Developing collaborative skills

  • Dawn Forman, Curtin University, Perth, Dimity Pond, University of Newcastle, New South Wales
  • Book:
    Care of the Person with Dementia
    Published online:
    06 August 2018
    Print publication:
    15 September 2015, pp 105-114

  • Summary

    Learning outcomes

  • Review the collaborative skills required for interprofessional practice for people with dementia.

  • Consider how these skills are introduced into the working environment.

  • Discuss the factors that may affect staff resilience and the sustainability of good practice.

    • Key terms

  • capabilities

  • communication

  • dementia

  • interprofessional

  • interprofessional collaboration (IPC)

  • interprofessional teamwork

  • resilience

  • sustainability

  • teamwork

    • Introduction

    In Chapter 1 , we looked at the competencies and capabilities that have been derived by various groups working in this area internationally. We noted that capability tools, to measure whether individuals in teams have these skills, continue to be developed and refined. In this chapter, we revisit these capabilities by asking how these could be introduced into an interprofessional team working with individuals who have dementia and how, with these skills, the team can become resilient to change and therefore can ensure an interprofessional culture that can be sustained by an organisation.

    Interprofessional capabilities

    There are a number of models and interprofessional capability tools that have been developed internationally. Interestingly, the same capabilities (with different emphases according to the country and the environment in which they have been developed) seem to be included in some way in these tools:

  • client-centred;

  • collaborative working;

  • reflection;

  • cultural awareness;

  • organisational competence;

  • leadership skills;

  • communication;

  • role clarification;

  • professionalism;

  • conflict resolution;

  • ethics and values.

Care of the Person with Dementia
  • Interprofessional Practice and Education
  • Dawn Forman, Dimity Pond
  • Published online:
    06 August 2018
    Print publication:
    15 September 2015
  • Care of the Person with Dementia responds to the urgent need for health practitioners to take an innovative approach to the challenge of dementia. The first Australian text of its kind, it combines evidence-based resources with interprofessional education and practice, exploring the ethical, social and environmental repercussions of dementia to provide a comprehensive overview of dementia care in an Australian context. The text is structured around a model of interprofessional education and practice (IPE) tailored to dementia care. This model incorporates the context of care, an important element missing from other recognised models of IPE. Throughout the book, principles of IPE are explained within the context of dementia, drawing on exemplars from a body of current, well-researched and evaluated dementia practice. Written by experienced academics, and providing national and international perspectives, this is a unique and crucial resource to develop collaborative skills and professional knowledge in the management of dementia.

  • 1 - Concepts of leadership and management in health services

  • from Part 1 - Introduction
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 2-15

  • Summary

    Learning objectives

    How do I:

  • define management and leadership in healthcare organisations?

  • distinguish between the functions of top-level, middle-level and first-line managers?

  • understand the concept of power and how it is used in management and leadership?

  • determine the skills I would need for effective running of healthcare facilities?

    • Introduction

    Intense debate surrounds the differences between the roles, functions and even superiority of leadership and management (Lease, 2006). Leadership is not something wholly different from management; indeed, it is a component of management and a responsibility of management, especially for senior managers. The present situation in health systems suggests that effective managers need to be effective leaders, and that the most effective leaders are also good managers.

    Definitions

    Most people think they know what management is. However, if they are asked to explain or describe the term management, they will give different answers. Some of them will say that it is a science; others will argue that it is an art; still others will vote for its being a practice. In addition to these answers, they will give examples of successful entrepreneurs like Jack Welch or world-class companies like Apple. It is also tough to explain differences between management and leadership. In many non-English-speaking countries, there is no term for leadership. This suggests that common words like management and leadership could have confused meaning for many of us. Therefore, it is important to discuss the defi nitions and functions of management and leadership.

  • 24 - Successfully managing conflict

  • from Part 5 - Drives Innovation
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 273-282

  • Summary

    Learning objectives

    How do I:

  • recognise the types and origins of conflict in my workplace?

  • determine which is the best approach to managing conflict?

  • develop my skills to be more successful in managing conflict within my workplace?

  • analyse conflict situations and design an appropriate conflict management strategy?

    • Introduction

    Dana (2001) claims that over 50 per cent of voluntary resignations from organisations can be directly attributed to unresolved conflict. Managers need to understand that conflict does not resolve itself; rather, it tends to gather intensity and energy. Gupta, Boyd and Kuzmits (2011, p. 395) have found that ‘employees spend as much as 42 percent of their time engaging in or attempting to resolve conflict and 20 percent of managers’ time is taken up by conflict-related issues’. Managing conflict is one of the prime responsibilities of managing staff and teams. It is critical, then, that managers are able to detect initial symptoms of conflict and adopt the most effective behaviours to resolve it (Vivar, 2006). In this chapter, different types and origins of conflict are discussed, as well as approaches to managing and resolving conflict.

    Types and origins of conflict

    Conflict is best defined as unresolved, protracted disagreements between individuals or groups that negatively impact on staff, organisations and working relationships.

  • 3 - Ethical leadership

  • from Part 2 - Leads Self
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 30-40

  • Summary

    Learning objectives

    How do I:

  • understand the importance of ethics in the health manager’s decision-making process?

  • understand the different perspectives of the four schools of moral philosophy and how they can influence a health manager’s decision-making?

  • understand the concepts of moral courage and whistleblowing?

  • identify the main factors that influence ethical decision-making?

  • identify the eight steps in the decision-making framework?

    • Introduction

    This chapter explores the notion of ethics and ethical decision-making frameworks in leading and managing health services. Chapter 1 outlined the four sets of skills, or functions, that every manager should possess, which are usually summarised under the acronym POLC: planning, organising, leading and controlling. With leadership being one of the four functions of management, it is important to understand both the management and the leadership aspects of ethical decision-making.

    Ethical decision-making

    For managers, ethical decision-making incorporates the development and dissemination of frameworks to assist staff to make decisions in line with the organisation’s direction and values, ensuring current staff understand these frameworks and recruiting staff who will work within the frameworks. For leaders, ethical decision-making is about taking action when it is needed, guiding others in working through difficult and complex decision-making processes and being a role model for other staff.

  • Preface

  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp xix-xxii

  • Summary

    This book is a culmination of over 30 years of studying, practising, researching and observing leadership and management within the Australasian healthcare industry. Over this period, a range of industry and system factors has made working, managing and leading in health services more challenging and complex. These factors include greater scrutiny of the spending on health and the resulting outcomes, which has led to substantial reform initiatives; recognition of the importance of good governance and individual, organisational and system accountability; reliance on technology to support clinical and non-clinical healthcare decision-making; workforce shortages and role substitution; and better understanding of the ways to improve clinical safety and quality, and overall health outcomes. These factors have been driven by greater public interest and political scrutiny of the healthcare system, focused on quality and safety, access and equity, and the roles of the various levels of government and private operators. We have seen funders, regulators and other agencies requiring increasing levels of effectiveness, efficiency and better health outcomes.

    To navigate the complexity of the industry and national and international factors, it is not enough to just be a good manager or a good leader. Being successful as a manager or a health professional requires a combination of both management and leadership skills and aptitudes. Leading and managing health services: An Australasian perspective provides a critical and concise overview of the important skills, aptitudes and content areas required to successfully lead and manage in a wide range of healthcare settings, no matter where you sit in the organisational structure. It provides insights into aspects of healthcare leadership and management applicable to Australasian health systems from highly experienced healthcare managers, leaders and academics.

  • 14 - Influencing strategically

  • from Part 3 - Engages Others
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 162-170

  • Summary

    Learning objectives

    How do I:

  • develop my skills in respect to influencing tactics and strategies?

  • choose key influencing tactics and strategies that might be used in engaging internally in my organisation, as well as outside the organisation?

  • understand the importance of influencing strategically as a leader?

  • help my department and organisation achieve strategic goals through the use of influencing tactics and strategies?

    • Introduction

    Everyone creates influence during their lives. This may be consciously or unconsciously, through communication, actions or behaviours. A person can be influential through who they are or what they do, such as through their creativity, dependency, vulnerability, position and example.

    A critically important element of creating change, growth and renewal in health service organisations is the need for strong and effective leadership, of which influencing skills are an integral part. Healthcare organisations are complex entities with large numbers of internal and external stakeholders. Strategic influence is an important aspect of the leadership and management of these organisations, as leaders and managers rely on the ability to enhance the effectiveness of those working in all parts and levels of the organisations as well as those outside the organisations in the broader system. Healthcare managers can increase their impact and achievements through understanding and applying infl uence, and key aspects of healthcare leadership relate to the processes of influence.

  • 8 - Leadership and critical reflective practice

  • from Part 2 - Leads Self
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 90-102

  • Summary

    Learning objectives

    How do I:

  • improve my ability to reflect on my own practice?

  • use a critical reflection approach?

  • reflect for action, reflect in action and reflect on action?

  • enhance my leadership abilities through reflective practice?

  • choose a reflective technique that works for me?

    • Introduction

    Humberto Maturana (1998) claims that ‘to know with full confidence is the enemy of reflection. Reflection is when what we claim to know has the ability to step back and take another look’. Reflection is not a new concept in the health sciences. Contemporary conceptions of reflective practice are underpinned by the works of John Dewey (1910, 1916, 1933, 1938), Carl Rogers (1951, 1969), Paulo Freire (1995) and Donald Schön (1983, 1987). Today, reflection is a core component of healthcare education and is evident in the governing codes and guidelines that underpin professional practice in many health disciplines in Australasia. References to reflection appear in each health discipline’s code of professional practice or code of conduct, and effective and purposeful reflection is seen to be a core component of proficiency and ongoing professional development. Despite this, students, practitioners and healthcare leaders often struggle with reflection and critical reflective practice.

    This chapter explores what is meant by reflection and critical practice, how to adopt a critically reflective attitude and foster skills in leadership, and how leaders can use critical reflection to support growth and change at personal, team and organisational levels.

  • 13 - Power and political astuteness

  • from Part 3 - Engages Others
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 150-161

  • Summary

    Learning objectives

    How do I:

  • understand the use of power in organisations?

  • identify the main sources of power in organisations?

  • critically analyse the positive and negative aspects of power and influence?

  • understand how political processes operate in organisations?

  • understand the consequences of political activities in organisations?

  • enhance my skills in the various tactics that can be used to shape political outcomes in organisations?

    • Introduction

    Politics is an inevitable feature of organisation life, particularly in large bureaucratic organisations such as hospitals. Political activities arise when there is a lack of consensus about how an organisation should be managed. They are typically employed in an attempt to reconcile these divergent interests, which may be the result of competition for resources within the organisation, the pursuit of personal goals by individuals or a high level of uncertainty within the organisation.

    Traditionally, political activities have been concerned with obtaining, developing and exploiting power to infl uence others in order to achieve desired outcomes (Pfeffer, 1981 ). Consequently, decisions shaped by political activities are not always rational - they do not always produce optimum outcomes, as individuals seek to satisfy their own wants and needs, often at the expense of others (Kumar & Ghadially, 1989). However, more recently, organisational behaviourists have conceptualised organisational politics as the perception that an individual or group is using infl uence and tactics to serve their own personal agenda (Ferris & Kacmar, 1992 ). One person may consider a co-worker’s behaviour to be a typical rational response, whereas another colleague may view the same behaviour as self-serving and highly political. Therefore, what is deemed to be political or normal behaviour ultimately depends on the opinion of the observer.

  • 15 - Networking

  • from Part 3 - Engages Others
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 171-182

  • Summary

    Learning objectives

    How do I:

  • understand the purpose of networking and where it sits on the partnership continuum?

  • use the three levels of networking?

  • learn to appreciate the personal and organisational benefits of networking for leadership development?

  • enhance my skills in networking?

  • overcome the challenges to achieve the potential of intraorganisational and interorganisational networking?

    • Introduction

    Networks, which are defined as groups or systems of interconnected people or things, can be formal and informal in nature and can be applied for different purposes. The capability to network can build influence in groups and organisations to support change or generate new ideas. The process of networking can be seen as a supportive system of sharing information and services among individuals, groups and organisations with a common interest. Networking can be applied at a personal level for career and leadership development, at an intraorganisational level for organisational development, and at an interorganisational level for research, knowledge management, process improvement and relationship development.

    Definitions

    Networking is a key leadership capability. Besides being a supportive system of sharing information, it can develop trust or sharing of turf between partners and is a useful strategy for individuals and organisations in the initial stages of working relationships. It is a useful skill in environmental scanning and managing change.

  • 21 - Negotiating

  • from Part 4 - Achieves Outcomes
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 245-252

  • Summary

    Learning objectives

    How do I:

  • identify a negotiating opportunity?

  • improve my skills in negotiating?

  • plan a negotiation?

  • decide whether I should accept the proposed solution?

    • Introduction

    Negotiation is an important skill for a healthcare manager. According to Mealiea and Latham (1996), many managerial activities, such as budget development, performance appraisal and review, planned change, team-building, complaint-handling and resource allocation require negotiating skills. Other authors have suggested that great leaders need to be great negotiators (Nanus & Dobbs, 1999). This chapter introduces negotiating theory and tactics that can assist readers to develop their skills for use in personal and professional negotiations.

    Concepts

    Once two or more parties agree to enter into a negotiation, they may use either an integrative approach (win–win) or a distributive approach (win–lose). An example of an integrative approach might be the creation of a preferred health service provider relationship, in which the provider wins because they have negotiated a steady cashflow, while the organisation also wins because it has the guarantee of health services of a certain quality at an agreed price. In integrative approaches, the negotiation involves more than one factor. In the example used here, while price would be an important factor, other factors such as volume, availability, quality and mode of delivery would also be included in the negotiation.

  • 28 - Workforce-planning

  • from Part 6 - Shapes Systems
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 320-333

  • Summary

    Learning objectives

    How do I:

  • improve my skills in workforce-planning?

  • understand the principles of workforce-planning?

  • consider the Australian health workforce in relation to the structures, processes and trends in global health workforce-planning?

  • take into account workforce issues in the Australian healthcare sector in workforce-planning?

    • Introduction

    Workforce-planning in the healthcare system is becoming a politically charged issue in many countries due to a looming shortage of various health professional groups and the subsequent costs and liabilities to governments hoping to generate improvements and efficiencies. In 2010 the World Health Organization (2010) released Models and tools for health workforce planning and projections in an attempt to optimise the sharing of countries’ experiences and best practices worldwide. Subsequently, both developing and developed nations are attempting to establish more sophisticated approaches to workforce-planning at national and regional levels (DalPoz, Gupta, Quain & Soucat, 2009; Dussault, Buchan, Sermeus & Padaiga, 2010; Lacerda, Caul Liraux, Spiegel & Neto, 2013).

    The policy direction on health workforce sustainability set out in the World Health Organization’s (2008) code on international recruitment of health workers recommends countries aim for workforce self-suffi ciency with regard to workforceplanning. This requires a defi ned population base, such as a region or country, to facilitate the ongoing production of health workers at a volume sufficient to meet its own healthcare needs.

  • 5 - Emotional intelligence and self-awareness

  • from Part 2 - Leads Self
  • Gary E. Day, Griffith University, Queensland, Sandra G. Leggat, La Trobe University, Victoria
  • Book:
    Leading and Managing Health Services
    Published online:
    17 August 2019
    Print publication:
    19 June 2015, pp 55-66

  • Summary

    Learning objectives

    How do I:

  • understand the meaning behind the models of emotional intelligence?

  • enhance my emotional intelligence?

  • improve my skills in self-awareness as a major component of emotional intelligence?

  • compare intelligence quotient and emotional intelligence?

  • use the concepts of emotional intelligence in the workplace to improve my own performance and that of staff working with me?

    • Introduction

    Emotional intelligence (sometimes called EI or EQ) is a psychological construct that has attracted a lot of attention in the past 20 years. There have been many astonishing claims regarding emotional intelligence, many without scientific support. One popular claim is the notion that emotional intelligence is the most important factor for achieving success in life: in the workplace, at home or at school (Schulze & Roberts, 2005). Emotional intelligence – the ability to manage, understand, express and appraise emotions – is the theme of scientific controversy and investigation in spite of its huge appeal in business, education and popular literature.

    Definitions

    Intelligence has been defi ned in many different ways; however, most people associate it with the concept of testing for intelligence quotient (or IQ) and cognitive function. Throughout history, there have been attempts to recognise the importance of other forms of intelligence beyond the traditional intelligence quotient. In the 1920s, psychologist E. L. Thorndike (1920) coined the term social intelligence, referring to the skills of understanding and managing other people as well as engaging in adaptive social interactions and negotiating complex social relationships and environments. Sixty years later, developmental psychologist Howard Gardner (1983) described the idea of multiple intelligences, suggesting that all people have the capacity to possess different kinds of intelligences and that intelligence testing may be biased to certain types of individuals. He identified eight different types of intelligences, which may allow educators to identify differing strengths and weaknesses in students and provide suitable teaching and learning methods for them. Many experts believe that social intelligence, rather than quantitative intelligence, is important for quality of life and makes us what we are. It also appears that emotional intelligence can be developed rather than being biologically based (Goleman, 2000).

Page 49 of 73