WGU C157 Essentials of Advanced Nursing Practice Field Experience

WGU C157 Essentials of Advanced Nursing Practice Field Experience 9 MSN Essentials Roles and Responsibilities of the MSN Leader: ADVOCATE One who works to promote a transfer of responsibility to the client by creating a climate of mutuality in which the nurse assists the client in exercising his/her rights and in improving self-care abilities. Roles and Responsibilities of the MSN Leader: CASE MANAGER (CASE COORDINATOR) One who facilitates the identification of health needs and development and implementation of a therapeutic plan of care for patient within the context of an interdisciplinary team. One who assures continuity and advocacy for the patient. Roles and Responsibilities of the MSN Leader: CLINICIAN/PRACTIONER One who systematically collects subjective and objective data, interprets the data using advanced clinical judgment and formulates diagnosis based on sound theory. One who continuously updates, validates and revises plan of care based on patient needs. Provides direct primary care in a variety of health care settings. Roles and Responsibilities of the MSN Leader: COLLABORATOR One who exchanges information and participates in client care or problem management with other members of the health care team to achieve joint responsibility and accountability for planning for decisions made regarding client, community and or system needs and outcomes. Roles and Responsibilities of the MSN Leader: CONSULTANT One who utilizes the problem-solving process and provides advice or information related to his/her area of expertise to broaden the scope of health care planning for other health professionals and provides information regarding health care to lay groups. Roles and Responsibilities of the MSN Leader: COUNSELOR One who provides stabilizing human support based on objective analysis of the situation and knowledge of problem-solving skills, facilitates individual to accept coping behaviors, improve self-care abilities based on client's capacity to accept counsel and express concerns. Roles and Responsibilities of the MSN Leader: EDUCATOR One who applies learning theories and selected learning methods to teach and assist clients or other appropriate groups in identifying and meeting primary health care needs. One who serves as an example/role model for others in the nursing profession. Roles and Responsibilities of the MSN Leader: LEADER - One who directs, facilitates, negotiates and supervises individuals or groups to meet common goals, one who systematically works to bring about positive changes in an individual or system. One who assumes responsibility for helping to direct the profession and impact policy. One who markets and facilitates the role of the APN. Roles and Responsibilities of the MSN Leader: RESEARCHER One who pursues the systematic and scientific investigation of clinical problems and tests nursing theories. One who fosters a spirit of inquiry within the profession to advance nursing knowledge. Roles and Responsibilities of the MSN Leader: CHANGE AGENT One who utilizes a systematic and deliberative approach to collaborate and coordinate activities to bring about positive alterations in individual's health behaviors and/or in the health care system itself. Roles and Responsibilities of the MSN Leader: EVALUATOR One who applies learning theories and selected learning methods to teach and assist clients or other appropriate groups in identifying and meeting primary health care needs. One who serves as an example/role model for others in the nursing profession. Building an Effective Team Effective teams have representation from three levels of expertise within an organization: system leadership, technical expertise, and Step-to-Step leadership. All three areas should be represented, but there may be one or more individuals on a team with each kind of expertise. Building an Effective Team: SYSTEM LEADERSHIP Teams need an individual(s) with enough authority in the organization to institute a change when one is determined to be needed to overcome barriers when they arise. The team's system leader(s) understands all the implications of the proposed change for various parts of the system. Building an Effective Team: TECHINICAL EXPERTISE Teams need a subject matter expert(s), someone who understands the clinical areas being improved. Additional technical support may also come from an expert on improvement methods or information systems who can help a team understand what to measure, how to collect data, and how to design an implementation strategy. Building an Effective Team: STEP-TO-STEP LEADERSHIP Teams need someone who works daily in the process being improved and who thus understands the process thoroughly. This person(s) should understand or know how to find out the effects planned changes will have on the process. Anyone from staff nurse to medical director can fill this role, if the individual(s) can devote sufficient time, understanding, and commitment to the effort.(From the Institute for Healthcare Improvement: Breakthrough Series Guide) Stages of Teamwork All teams go through different stages as they learn how to work together. When you understand these different stages, it becomes evident certain issues are a natural part of any teams' development, just as certain problems are experienced by individuals as they grow and develop. One commonly used model of team development is a four-stage model, which describes teams in four phases (Tuckman, 1965): Stages of Teamwork: FORMING A "honeymoon" stage often begins when the team is first brought together. People are excited about being involved in the work, and they are anxious to make a good impression on each other. At this stage, the full realities of the task may not have sunk in, and people generally feel positive and challenged about what's ahead. Stages of Teamwork: STORMING Many teams find that the realities of "getting the job done" lead to conflicts between group members. Arguments about what to do and how to do it start to emerge. These may lead to interpersonal conflicts. Such disagreements may distract the team from the work, and some individuals may even withdraw. Productivity drops in this stage, and team members may feel that "the team is spinning its wheels." While good leadership and facilitation may limit the extent of the storming, this period is hard to avoid. Moreover, storming often leads a team to clarify issues that it must face and to determine mutually acceptable ways to achieve its goals. Stages of Teamwork: NORMING Norming happens as a team faces the problems of the storming period and resolves them. The solutions and approaches developed in this period become the rules, or norms, that govern team behaviors. Stages of Teamwork: PERFORMING In this stage, team members can focus on their work, and productivity increases. Performing teams pay attention to getting work done and to working well as a group. Individuals begin to rely upon each other, and there is a lot of mutual support. Conflict may continue in performing teams, but these teams know how to deal constructively with disagreements, so there is less negative impact than in the storming stage. Member Participation Effective teams need to balance participation from team members. This does not mean that everyone participates at the same level, but team leaders need to ensure that one or two individuals do not dominate and that participation by members who are less assertive is drawn out. The MSN leader must also know how to deal with difficult team members. One technique leaders can use to enhance participation is Brainstorming to introduce ideas and encourage participant engagement Aim Statements Aim statements provide goals for the team and help them understand the boundaries of their activities and how their team's work fits with other departmental or organizational improvement efforts. Aim Statements: EXAMPLE Decrease missing adult data summary sheets as a percent of requests by 50% within 6 months. COMPONENTS OF A WELL CRAFTED AIM STATEMENT