Dear Dr. Scott and class
In today’s complex healthcare environment, a team approach to delivering care is crucial
in order for an organization to function efficiently and meet identified goals. The nurse
administrator is ultimately accountable for leading the team and ensuring team members have the
resources necessary to be successful. The leader also sets expectations for the team, holds
individuals accountable for the quality of their work and supports their continued professional
development (Abyad, 2018). As a nurse administrator, patient experience and satisfaction are the
top priority as they directly influence patient retention, health outcomes as well as the competent,
timely, and patient-centered provision of care. It also affects the reputation of a healthcare
institution, especially given the fact that patients increasingly use online platforms to share their
experiences with potential customers (Parrish, Vyas, & Douglass, 2015). It has been identified
that Kim has deficiencies in therapeutic communication which is impacting patient and employee
satisfaction and thus needs to be addressed promptly to keep the team intact.
It is important for managers to meet regularly with staff to provide positive feedback and
address areas for improvement. The nurse administrator should set up time to meet with Kim
privately and review her performance since completing orientation. Kim’s clinical skills should
be highlighted as well as concerns regarding her communication techniques. Specific examples
should be presented to Kim and the administrator should listen to Kim’s perspective in order to
clearly understand the issue and help find a solution. According to Ayad (2018), in a team
environment, a manger collaborates with employees to develop a plan. Kim may need some
additional training or education to provide her with some strategies to enhance her therapeutic
communication skills. Therapeutic communication skills can be improved with small group role
playing and simulation if the nurse is committed to improving. It is important to make sure that
Kim understands the expectations surrounding her communication skills, but feel supported and
valued at the same time (Sugiarso, Suryani & Sutini, 2017).
References
Abyad, A. (2018). Groups, teams, and leadership. Middle East Journal of Business, 13(4), 12-
17. doi: 10.5742/MEJB.2018.93501
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:49:38 GMT -05:00
https://www.coursehero.com/file/37163398/NR531-week-6docx/
, Parrish, B., Vyas, A. V., & Douglass, G. (2015). Weighting patient satisfaction factors to inform
health care providers of the patient experience in the age of social media consumer sentiment.
Patient Experience Journal, 2(1), 82–92.
Sugiarso, B. Suryani, & Sutini, T. (2017). The Influence of coaching towards therapeutic
communication implementation. European researcher, 8(3), 245-255.
doi:10.13187/er.2017.3.245
Dear Dr. Scott
Kim’s coworkers could have a positive or negative effect on this situation depending on
the culture of the unit. If the staff are supportive of each other and appreciate the Kim’s clinical
expertise, they may be open to mentoring her. Positive mentor relationships are often result from
the recognition of a personal quality and a shared enthusiasm between mentor and mentee. Staff
could role model therapeutic communication practices with patients and have Kim observe.
They could also simulate patient and peer interactions with her that challenge her communication
skills and provide her with feedback on her performance. Providing constructive peer feedback
can help improve Kim’s communication skills and thus build better relationships with patients
and staff. If coworkers are not supportive of Kim or believe that her communication deficiencies
overshadow her clinical skills, they may make her transition more challenging. Staff may
prematurely judge Kim and form opinions of her based on her communication skills. This type
of behavior may hinder Kim’s development and lead to feelings of resentment.
Dear Eileen
Great post. You bring up a point about keeping tabs on employees once they have
completed orientation. I have been challenged with accomplishing this as well. While
employees are on orientation, they receive a great deal of supervision and support, but once they
are on their own, they can start creating bad habits and it is essential that nursing leadership on
the unit devise a system to check on the how new employees are transitioning. Managers play an
important part in engaging new employees, ensuring they are compliant with organizational
policies and providing support as they transition to their new roles. About a year ago, my unit
hired twelve nurses in a 12-month period due to some turnover and budgetary increases. As a
leadership team, we were concerned with how we would ensure that all of these nurses and make
were practicing safely and receiving the necessary support to continue to develop professionally.
We used the Advisory board’s Manager-New Hire Discussion Guide for 30/60/90 day check ins
as a guide to keep tabs on all the new hires. We personalized it to meet the needs of the unit. It
was a very useful tool provide regularly scheduled meetings with new staff to assess their
progress off orientation, provide them with feedback and listen to their concerns.
Reference
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:49:38 GMT -05:00
https://www.coursehero.com/file/37163398/NR531-week-6docx/
In today’s complex healthcare environment, a team approach to delivering care is crucial
in order for an organization to function efficiently and meet identified goals. The nurse
administrator is ultimately accountable for leading the team and ensuring team members have the
resources necessary to be successful. The leader also sets expectations for the team, holds
individuals accountable for the quality of their work and supports their continued professional
development (Abyad, 2018). As a nurse administrator, patient experience and satisfaction are the
top priority as they directly influence patient retention, health outcomes as well as the competent,
timely, and patient-centered provision of care. It also affects the reputation of a healthcare
institution, especially given the fact that patients increasingly use online platforms to share their
experiences with potential customers (Parrish, Vyas, & Douglass, 2015). It has been identified
that Kim has deficiencies in therapeutic communication which is impacting patient and employee
satisfaction and thus needs to be addressed promptly to keep the team intact.
It is important for managers to meet regularly with staff to provide positive feedback and
address areas for improvement. The nurse administrator should set up time to meet with Kim
privately and review her performance since completing orientation. Kim’s clinical skills should
be highlighted as well as concerns regarding her communication techniques. Specific examples
should be presented to Kim and the administrator should listen to Kim’s perspective in order to
clearly understand the issue and help find a solution. According to Ayad (2018), in a team
environment, a manger collaborates with employees to develop a plan. Kim may need some
additional training or education to provide her with some strategies to enhance her therapeutic
communication skills. Therapeutic communication skills can be improved with small group role
playing and simulation if the nurse is committed to improving. It is important to make sure that
Kim understands the expectations surrounding her communication skills, but feel supported and
valued at the same time (Sugiarso, Suryani & Sutini, 2017).
References
Abyad, A. (2018). Groups, teams, and leadership. Middle East Journal of Business, 13(4), 12-
17. doi: 10.5742/MEJB.2018.93501
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:49:38 GMT -05:00
https://www.coursehero.com/file/37163398/NR531-week-6docx/
, Parrish, B., Vyas, A. V., & Douglass, G. (2015). Weighting patient satisfaction factors to inform
health care providers of the patient experience in the age of social media consumer sentiment.
Patient Experience Journal, 2(1), 82–92.
Sugiarso, B. Suryani, & Sutini, T. (2017). The Influence of coaching towards therapeutic
communication implementation. European researcher, 8(3), 245-255.
doi:10.13187/er.2017.3.245
Dear Dr. Scott
Kim’s coworkers could have a positive or negative effect on this situation depending on
the culture of the unit. If the staff are supportive of each other and appreciate the Kim’s clinical
expertise, they may be open to mentoring her. Positive mentor relationships are often result from
the recognition of a personal quality and a shared enthusiasm between mentor and mentee. Staff
could role model therapeutic communication practices with patients and have Kim observe.
They could also simulate patient and peer interactions with her that challenge her communication
skills and provide her with feedback on her performance. Providing constructive peer feedback
can help improve Kim’s communication skills and thus build better relationships with patients
and staff. If coworkers are not supportive of Kim or believe that her communication deficiencies
overshadow her clinical skills, they may make her transition more challenging. Staff may
prematurely judge Kim and form opinions of her based on her communication skills. This type
of behavior may hinder Kim’s development and lead to feelings of resentment.
Dear Eileen
Great post. You bring up a point about keeping tabs on employees once they have
completed orientation. I have been challenged with accomplishing this as well. While
employees are on orientation, they receive a great deal of supervision and support, but once they
are on their own, they can start creating bad habits and it is essential that nursing leadership on
the unit devise a system to check on the how new employees are transitioning. Managers play an
important part in engaging new employees, ensuring they are compliant with organizational
policies and providing support as they transition to their new roles. About a year ago, my unit
hired twelve nurses in a 12-month period due to some turnover and budgetary increases. As a
leadership team, we were concerned with how we would ensure that all of these nurses and make
were practicing safely and receiving the necessary support to continue to develop professionally.
We used the Advisory board’s Manager-New Hire Discussion Guide for 30/60/90 day check ins
as a guide to keep tabs on all the new hires. We personalized it to meet the needs of the unit. It
was a very useful tool provide regularly scheduled meetings with new staff to assess their
progress off orientation, provide them with feedback and listen to their concerns.
Reference
This study source was downloaded by 100000841138256 from CourseHero.com on 03-22-2022 08:49:38 GMT -05:00
https://www.coursehero.com/file/37163398/NR531-week-6docx/
