As a nurse, Barbara Norris knows the importance of change. In her role as head nurse of the general surgery unit at St. Mary’s Medical Center, she has seen firsthand how changes in procedures and protocols can make a big difference in patient care.
Norris is a strong advocate for change, and she has been instrumental in leading several successful initiatives at St. Mary’s. Most recently, she spearheaded a push to implement a new electronic medical records system for the surgery unit. The project was no small undertaking, but Norris was confident that it would improve patient care and make the unit run more smoothly.
She was right. The new system has made a world of difference for the staff and patients of the surgery unit. Thanks to Norris’ leadership, the unit is now more efficient and organized than ever before.
Norris is a big believer in the power of change. She knows that it can be daunting, but she also knows that it can make a real difference in the quality of care that patients receive. Thanks to her passion and dedication, the general surgery unit at St. Mary’s is always moving forward.
Before Nurse Manager Barbara even stepped foot in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital, she knew it had a bad reputation. Once she started her position and saw the obstacles firsthand, she realized just how difficult it was going to be to turn this unit around.
High staff turnover, low morale, and a general feeling of apathy among the nurses were just some of the challenges Barbara had to overcome.
Fortunately, Barbara is an experienced nurse manager and was able to quickly assess the situation. She knew that in order to change the culture of the GSU, she would need to motivated her staff. But how could she do that?
Barbara started by identifying what her staff cared about. She found that many of them were passionate about improving patient care. With this in mind, she set out to create a vision for the GSU that was focused on providing the best possible care for patients. She then shared this vision with her staff and asked for their help in making it a reality.
After meeting with her nurses, she found that their 9 main complaints could be placed into three categories: incivility, work overload, and lack of task control.
She plans to change the way in which her unit operates in order to address these complaints. Starting with incivility, Barbara has decided that she will no longer tolerate any form of disrespect among her staff. This means that anyone who is caught gossiping, speaking rudely, or engaging in any other form of unprofessional behavior will be written up and possibly even fired. In addition, she will be instituting a policy of open communication, so that nurses feel comfortable coming to her with any concerns they may have.
Next, Barbara plans to address the issue of work overload by hiring additional staff and changing the way assignments are made. Rather than having nurses take on more patients than they can handle, she will make sure that each nurse is only responsible for a manageable number of patients. She will also make sure that nurses have the resources they need to do their jobs properly, such as adequate break times and access to necessary supplies.
Finally, Barbara plans to give her nurses more control over their work lives by involving them in decision-making processes. She will hold regular meetings where nurses can share their ideas and concerns, and she will make an effort to incorporate their feedback into unit policy. By giving her nurses a greater sense of ownership over their work, she hopes to increase their overall satisfaction and motivation.
Leading change can be a difficult process, but Barbara is confident that her new policies will lead to a more positive work environment for her staff. By addressing the issues that are causing stress for her nurses, she is taking an important step towards improving the quality of patient care in her unit.
Incivility at work appears as complaints of a lack of teamwork, being unappreciated, and not having others speak up for you. Sometimes, colleagues interact with each other in short outbursts of anger or frustration. It’s also common to feel overworked; older nurses frequently prioritize completing their own tasks quickly instead of taking the time to mentor newer staff members. As a result, younger employees often feel stuck and alone.
Barbara Norris has been a registered nurse for 25 years, and has worked in the medical-surgical unit of a large hospital for the past 10 years. She was recently promoted to head nurse of the unit, and is now responsible for leading change within the department.
Norris is aware of the challenges her staff faces, and is committed to making changes that will improve the work environment and increase job satisfaction. In order to do this, she will need to address the issue of incivility, work overload, and feelings of stagnation among her staff.
Norris is a strong leader who is able to motivate her staff to work together towards common goals. She understands the importance of effective communication, and knows how to create a positive work environment. By implementing her changes, Norris will help her staff to feel more valued and appreciated, and will improve the overall quality of patient care.
The following factors contribute to a sense of lost task control among nurses: the belief that assignments are random and unearned, the perception of favoritism, the secretive performance review process, and the shift from traditional nursing duties to excessive administrative responsibilities.
Norris felt that the change in the role of nursing was a direct result of the way in which healthcare is funded and reimbursed.
Norris also identified four key strategies for leading change: identifying and using influential staff, providing support and resources, fostering open communication, and role-modeling desired behaviors. Norris believes that it is essential to engage all members of the team in order to create a shared vision for change. She also stresses the importance of celebrating successes along the way to maintain momentum.