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Leadership in the Face of Seemingly Intransigent Solutions

Leadership in the Face of Seemingly Intransigent Solutions. Appreciative Inquiry to Transform Nursing Practice When Working with Children of Incarcerated Parents Kathleen Falk, RN, FNP, DNS. Background. Over the past 40 years, the prison population doubled.

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Leadership in the Face of Seemingly Intransigent Solutions

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  1. Leadershipin the Face of Seemingly Intransigent Solutions Appreciative Inquiry to Transform Nursing Practice When Working with Children of Incarcerated ParentsKathleen Falk, RN, FNP, DNS

  2. Background • Over the past 40 years, the prison population doubled. • U.S. 5% of the world’s population and 25% of the world’s prisoners. • As mass incarceration escalated, so did the disproportionate rate of African American and Latina prisoners. • This is a reflection of socio-political factors unrelated to crime. • Fellner, 2009

  3. Public Health Crisis • Prisons are the largest institution for people with mental illness. • Among State prison populations: • Bipolar disorders are 24 times higher • Psychotic disorders are 5 times higher • During the natural course of substance abuse addiction, bipolar disorders and psychotic disorders, people get arrested. • 33% of all IV Drug users will go through the criminal justice system. • HIV-AIDS is 3 times higher • Rich, Wakeman & Dickman, 2011

  4. 3 Million Children Currently have Incarcerated Parents10 million Experienced Imprisonment of Parents • Children of incarcerated parents need help to improve resilience: • social and emotional skills • healthy behaviors • problem solving strategies • Avoid • Violence. • Substance abuse. • High risk sex behaviors.

  5. Problem: Children of Promiseexperience healthcare disparities • Do not have opportunities to develop skills • Experience profound sense of loss • Confusion, • Abandonment, • Insecurity. • Shame and Guilt • Decline in quality of life • Role Stress: New roles in reconstructed families • Conflicted fidelity to parents • Boss, 2006; De Masi & Bohn, 2010

  6. THEORETICIAL FRAMEWORK“WHEN the GOING GETS TOUGH the TOUGH GET GOING” • Bandura’s Social Cognitive Learning Theory • Bowlby’s Attachment Theory • Peplau’s Interpersonal Relationship Theory • Erikson, Tomlin & Swain’s Modeling and Role Modeling Theory • Positive Psychology

  7. Peplau (1952) & Erickson et al. (1983)

  8. Background: NIH Report (2009) Positive Relationship between Risk and Poor Psychological Outcomes Protective Factors have opposite Effect • Risk Poor Outcome

  9. Appreciative Inquiry (AI)Method and Process • Grew out of the positive psychology movement; Seligman countered the medical model of pathology and diagnosis. • Virtues are of equal importance. • Cooperrider and Srivastva theorists • Within all human systems there is an untapped core of positive energy. • Strength-based approach to transforming human systems

  10. What is Appreciative Leadership? • Appreciative Leadership defined • ‘The relational capacity to mobilize creative potential and turn it into positive power – to set in motion positive ripples of confidence, energy, enthusiasm, and performance – to make a positive difference in the world.’ • Whitney & Trosten-Bloom, 2010

  11. How Do I Know if it is Right for Me?4 Things that AI Leaders Share • 1. They are willing to engage with other members of their organization or community to create a better way of doing business or living. • 2. They are willing to learn and to change. • 3. They truly believe in the power of the positive. • 4. They care about people, often describing the work of their organization or business in terms of helping people learn, grow and develop. • Whitney & Trosten-Bloom, 2010

  12. 4 Ideas Represents a Paradigm Shift • 1) It is relational; • (2) It is positive; • (3) It is about turning potential into positive power; and • (4) It has positive rippling effects. • A clear movement away from the habitual, traditional and individualistic command and control practices of leadership toward a new normal: the positive, socially generative principles, strategies and practices of Appreciative Leadership.

  13. Research Question:What Changes Occurred in the Shared Visions and Collective Actions of Nurses as a Result of Working with Children of Promise?

  14. Destiny Phase: Evaluation & Conclusions Increase Contact

  15. Implications • Nursing Practice: Use mentoring • With other vulnerable populations • In public health initiatives for high-risk behaviors • To promote access to silent populations Nursing Education: Use Peplau & Erickson et al. • RN to BS students work with vulnerable groups • Students work with high risk populations • Innovative research designs Nursing Research • AI facilitates leadership roles (IOM)

  16. RecommendationsFuture Research with Nurse Mentor Model Qualitative Quantitative Development & psychometric testing of FHPAST for younger children. Study Changes in responses over time Measurement of resilience; adaptive coping skills post intervention. Measurement of impact of nurse-mentoring on development of social and emotional skills • Grounded Theory • Phenomenology

  17. Children of Promise CUNY Video • http://www.youtube.com/watch?v=9ujYTUZ3C2Y

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