Today Is About Our Future

1. 21st Century Nursing Leadership:New Rules and New RolesDr. Mary Ferguson-ParéTrent Fleming Leadership ClassMarch 31, 2004

2. Today Is About Our Future • A new day is emerging in healthcare • New rules for engagement with patients and families • This new day is our day • New roles are required for Nursing and all health professionals

3. Nursing Has Come Full Circle • Healing community practice • Military/medical/institutional enterprise • Reintegration of nurses in primary care • Shift to holistic, multi-modality services and self care

4. THE UNIQUE PRACTICE OF NURSING • Knowing • Being with • Doing

5. THE UNIQUE PRACTICE OF NURSING • Nursing Science • Human science • Quality of Life from the person’s perspective • Non-judgmental • Non-punitive • Holistic - mind - body - spirit • Facilitating individual’s journey of wellness • Uniquely positioned for the needs of the future consumer and system

6. Our Time Has Come Consilience – The Sciences are Converging “towards new kinds of synthesis/holism to understand complex systems” “The human condition is the most important frontier of the natural sciences. Conversely, the material world exposed by the natural sciences is the most important frontier of the social sciences and humanity. The consilience argument can be distilled as follows: The two frontiers are the same.” Edward O. Wilson Consilience: The Unity of Knowledge

7. 2003 First Ministers’ Accord on Health Care Renewal • Health care services are patient-centered and safe • Access to a health care provider 24 hours a day, 7 days a week • Applied research and knowledge transfer are essential to improving access and the quality of care • Academic health centers vital in developing new approaches for the collection of information and evidence needed to improve care • Balance between individual responsibility for personal health and our collective responsibility for the health system

8. Nurses of the Future Scholar Practitioners • Nursing is knowledge work carried out in a healing relationship • Serving citizens of the world • Developing future scholar/practitioners • Generating new knowledge

9. Nursing Knowledge Supports • Theory Development • Patient Partnered Practice • Health Literacy • Patient Safety • Systems Innovation

10. The Future Healthcare Organization • Supports knowledge workers • Requires innovation • Engages generations of workers • Connects patients and families as partners in health

11. Do We Have The Ingenuity To Get There? • Technical ingenuity helps us solve problems in our physical world • Social ingenuity helps us meet the challenges we face in our social world • Our supply of ingenuity involves both the generation of good ideas and their implementation within society • Obstacles occur when people try to implement new ideas Thomas Homer-Dixon The Ingenuity Gap

12. Our Frame of Reference We didn’t invent the car through an exhaustive study of the horse.

13. How will the system look? Brief intercurrent specialized interdisciplinary services Advanced Practice Nurses leading tertiary/quaternary care Primary/Secondary interdisciplinary services X Nurses/Health Continuum X Intersection/Partnership Nurses/Patients/Family/Interdisciplinary team

14. Increasing Medical Specialization • High tech interventions • Robotics • Nanotechnology • Genetics interventions • Biotechnology • Stem cells • Retooling the physical body

15. Evolving Concerns of Nursing • Decision support and choice management with patients regarding health meaning, humanity and quality of life and death • Key relationships and environmental context to support health planning with patients and their families • Engagement of learners and learning technology • Translational research

16. A National Perspective Academy of Canadian Executive Nurses Nursing Executive Leadership Paper “Towering Genius Disdains a Beaten Path” Abraham Lincoln

17. Nursing Leadership • Grounded in nursing • Structure and consideration behaviour • Shared Leadership • Advocate for client-centred care • Moral agents • Resides in the reality and humanity of nursing practice

18. Organizational Structure • Flexible • Organic • Permeable • Horizontal networks • Vertical integration

19. Goals of the ACEN Position on Nursing Leadership • Stimulate dialogue • Dislodge us from a long and traditional path • Be courageous for the students we support, the practitioners we lead and the renewal of the profession • Source of innovation • Leap forward to engage a new vision of professional practice for nursing • Reconfigure work design and work environment for nurses

20. Criteria for Knowledge Workers • Empowerment to use knowledge • Drawing knowledge from workers • Participative, laterally structured management models • Pay for performance • Self managed work teams • Blurring of manager/staff roles

21. 21st Century Leadership for our New Rules and New Roles The new rule is everybody shares in leadership for our new roles in the future system

22. Interactive Session ThemesDartmouth, Nova Scotia, April 2003 • Nurses’ perspectives on how to provide leadership for these new rules and new roles.

23. Creating healthcare workplaces that support nurses as knowledge workers. • Give nurses the power to act on the knowledge within their scope of practice • See nurses as leaders in their practice areas • Develop a shared vision – define new values • Minimize standardized routines • Change policy to informational guidelines • Measure quantitative and qualitative indicators and presence of governance structures

24. Integrating nursing services on the health continuum. • A continuum of partnership,support, communication, education and care in the journey through life and death • System collaboration and joint accountability • Build infrastructure partners

25. Acting as a moral agent in leadership for practice and the workplace. • Nurses recognize ethical issues and use resources to act on them • Encouraging patient-partnered practice • Role modeling – ethical principles dealing/interacting with the people we work with • Facilitate self reflection • Safe environment for working through ethical/moral issues • Educate and empower patients and families and members of the health team • Indicators – satisfaction – staff and patients - turnover

26. Achieving innovation: Moving Nursing from traditional practice and designing education to support it. • It’s about clients health potential, perspective and choices • Create opportunities to use knowledge of wellness • Care by the community or family with nurses coordinating/facilitating and integrating • Practice health outcomes based assisting the client to use the system appropriately maximizing their health • Employers see learning as work

27. Achieving innovation: Moving Nursing from traditional practice and designing education to support it. (Cont’d) Need for education/development re: • Entrepreneurial skills • Marketing skills • Project management • Leadership – in community • Public relations • Funding – how to apply for grants/applications • How to influence/change policy • Networking

28. Achieving innovation: Moving Nursing from traditional practice and designing education to support it. (Cont’d) • Have the right person provide the right level of care • Computer literacy • Web based learning • Self-directed learning • Accountability for self learning • Ongoing continuing education • User friendly computer programs

29. Achieving innovation: Moving Nursing from traditional practice and designing education to support it. (Cont’d) • Move on by letting go • Education of family (enable them) • Role clarity • Education and professional development via many modalities • Professional practice environment of support and learning • Create delivery models that facilitate walking the talk

30. Achieving innovation: Moving Nursing from traditional practice and designing education to support it. (Cont’d) Measure outcomes: • Satisfaction – client/nurse • Recruitment and retention audit • Consumers feel and know they are partners in healthcare • Decreasing orientation time spent “in hospital”

31. Engaging the patient/family in the context of their community as a full partner in their health. • Health care experience belongs to the client and their family • Needs directed by the experience and needs of the client • More web based/technological supports to patients and families • More patients at home • Client is the expert about themselves • Client defines the risk levels they can accept • Dignity in risk, listening to the client

32. Engaging the patient/family in the context of their community as a full partner in their health (Cont’d) Measure Outcomes: • Nursing available to educate, provide information • Client satisfaction • Information about all services available in each community • Improved system responsiveness and sustainability • Decreased length of hospital stay • Readmission rate • Demands on community supports • Decreases in rates of illness

33. Connecting to and participating in interdisciplinary primary care models. • Multimodality healthcare provided 7 days a week/24 hours a day • Collaborative practice is focused on the client needs • Health promotion focus • Outcomes demonstrate improved health and wellness

34. Change Is Our ChallengeWhat Role Will you Play? “Mavens are data banks. They provide the message. Connectors are social glue: they spread it. Salesmen persuade us when we are convinced of what we are hearing.” Malcolm Gladwell The Tipping Point

35. Can We Get There? “We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win”John Fitzgerald Kennedy