Creating a Vibrant Organization Using the Dynamic Leadership Model and a Teaming Approach.

The pandemic exposed existing weaknesses in the health care system, and innovative leaders stepped up to address the compounding effects the novel anomaly created. Postpandemic disruption persists, and the behaviors and actions of these positive deviants demonstrate that new ways of leadership are available to those who are willing to embrace the dynamic leadership model and teaming methodology to shape health care delivery of the future. As we look to new ways of being and leading, we begin from a changed world-one that has been reset and cannot go back. Dynamic leaders are called upon to create cultures that reflect the needs of the future workplace and workforce. They pave new pathways and new ways of thinking, reimagine new realities, and create abundance. Their consistent practice of 5 essential behaviors-self-awareness, deep listening, curiosity, empathy, and decisiveness-strengthen their leadership and ability to meet the demands of health care today.

Survey Development: Caregivers Help Define a Tool to Measure Cultures of Care.

OBJECTIVE: The aim of this study was to develop an instrument that measures all healthcare staff's perceptions of a culture of caring. BACKGROUND: Healthcare organizations have increased their focus on cultures of caring within their staff to improve staff satisfaction and patient satisfaction. Nurses and physicians traditionally have been the focus in understanding caring cultures excluding non-direct care staff who do impact organizational culture. METHODS: An exploratory and partial confirmatory factor analysis was completed on 2 instruments that measure the perception of a caring culture in both direct care and non-direct care staff. RESULTS: Results demonstrate that both the direct and non-direct care instruments are valid and reliable measures for assessing a caring culture. CONCLUSIONS: The new 14-item clinical and new 10-item nonclinical staff caring assessment instruments will provide healthcare and nursing leaders with the ability to assess their culture through a direct and non-direct care perspective.

Innovation cycle for small- and large-scale change.

In today's complex healthcare systems, transformation requires 2 major efforts: (1) a fundamental changes in the underlying beliefs and assumptions that perpetuate the current system and (2) a fundamental redesign of the multiplicity of diverse and complex subsystems that result in unpredictable aggregate behavior and outcomes. Through an Intelligent Complex Adaptive System framework combined with an innovation process a transformation process and cycle was created for a large healthcare system that resulted in both small- and large-scale changes. This process not only challenges the underlying beliefs and assumptions but also creates new possibilities and prototypes for care delivery through a change-management process that is inclusive and honors the contributions of the entire team.

Bumps on the road to Magnet designation: achieving organizational excellence.

The chief nursing officer is in a unique position to guide his or her organization to excellence by creating a compelling vision; maintaining objectivity regarding the nursing department's accomplishments; holding senior nurse leaders accountable as Magnet champions; demonstrating strategic thinking, business planning development, operational connection, and awareness of clinical aspects of care; and establishing levels of ownership and decision making within the nursing department's operational framework. The clear definition of terms including responsibility, authority, delegation, accountability, and empowerment are necessary and, coupled with specific actions, skills, and measures of success, guide individual and group processes to achieve organizational excellence and ultimately Magnet designation.

The Magnet process: one appraiser's perspective.

Achieving Magnet designation is a journey to excellence. Although excellence is never quite attained, Magnet organizations have nursing leaders who are able to implement innovative nursing programs that attract and retain nursing's best and brightest. These leaders have raised the bar on excellence and are able to demonstrate performance that is in the upper quartile among benchmarks. Even though financial pressures require astute budgetary skill, these leaders do fund research and education programs, are involved in shared leadership/governance activities, and are thus able to demonstrate fiscal accountability in the process. Nurse leaders in Magnet organizations have a highly engaged professional staff as evidenced by active participation in shared governance activities. These leaders have not only created interdisciplinary approaches to patient care and clinical documentation, acuity, and research but also they have hardwired these activities into the fabric of the organization.

Introducing the National Patient Safety Goals Department: sharing programs of excellence from individual organizations.

This new department will provide innovative ideas for meeting the Joint Commission's National Patient Safety Goals as implemented in various health care settings.