NSG 6630 Week 5 Project Assignment: Measuring and Improving Patient Outcomes—Part 2

Assignment: Measuring and Improving Patient Outcomes—Part 2

In W3: Assignment, you began describing and analyzing the process of measuring and improving patient outcomes in your practicum setting .This week, you will build upon your work by continuing your analysis and conducting a SWOT analysis .You will submit your assignment in the format of a presentation .

Begin this assignment by incorporating the instructor’s feedback on the assignment you submitted in Week 3 .

Then, prepare a 8–10-slide PowerPoint presentation covering the following:

Present the information you described in W3: Assignment 2, including the following:

The measurements or outcome metrics being utilized in your practicum setting to gather and monitor patient satisfaction and patient outcomes data .

The current process of how, when, and by whom these data are collected .

The frequency with which the data are collected .

The process for sharing patient satisfaction and patient outcomes data with nurses, staff members, and other members of the healthcare delivery team .

Analyze the current status of the healthcare organization with respect to patient satisfaction and outcomes to date .

Conduct a SWOT analysis of the process followed by your practicum setting to measure and improve patient satisfaction and outcomes .Use the SWOT matrix to present your analysis .

Examine the role of the nurse leader in the structure, process, and outcome of gathering and monitoring patient satisfaction and patient outcomes data .

Use APA style and formatting for your assignment .Make sure to include the following in your presentation:

A title and a reference slide (these do not count toward the number of slides in your assignment)

Headings for each slide or section

Speaker notes in support of the information in each slide. Assignment: Measuring and Improving Patient Outcomes—Part 2

ADDITIONAL INFORMATION;

Introduction

Nurse leaders are often asked to do more than just manage the work of their teams and lead by example. They are expected to foster a culture of continuous improvement, encourage collaboration between teammates, set clear goals for patient outcomes, and most importantly, be good leaders.

Developing relationships.

The nurse leader’s role is to develop relationships with patients, families and staff. This is done by building trust in the ward through active listening skills, empathy and nonverbal communication.

Active listening can be achieved by using quiet eye contact while you listen to what the patient or family member has said. It is important not to interrupt or ask questions as this will only cause confusion for both parties involved in the conversation (Nurse Leader).

The role of empathy in nursing care is one that nurses must have because it helps them understand how others feel about their situation before making decisions about treatment plans (Nurse Leader). Empathy allows us as nurses access information from our patients which enables us better understand their needs and helps us provide quality healthcare services towards them!

Establishing communication channels.

• Establishing communication channels.

Communication is the foundation of effective teamwork, and it’s not just about talking with your colleagues. Communication includes sending and receiving messages; it also includes transmitting information.

Aligning the patient experience with organizational goals.

The goals of the organization should be aligned with patient, clinical and financial outcomes.

The goals of a hospital are as follows:

• Patient satisfaction – Patients want to feel valued, understood and listened to. They also want their caregivers to take an interest in them as individuals rather than just another number on a chart or patient record. For example: “I would like my nurse’s aide/nurse to smile at me when I enter her room.”

• Clinical outcomes – You can measure the quality of care you provide by looking at things like mortality rates from certain conditions (e.g., pneumonia) or readmission rates after surgery (e.g., hip replacements). These types of metrics help you understand where improvement needs happen within your organization so that it becomes easier for everyone involved—from physicians through nurses across departments—to make better decisions about how best serve those patients’ needs based on their unique preferences while keeping overall performance metrics moving forward consistently over time without sacrificing any value added services along way.

Developing and enhancing team working relationships.

Teamwork is essential for the success of any healthcare organization. It’s a process, not an event or even a single action. Teamwork is about working together, not just doing things together.

Teamwork also means building relationships with your team members so that you can better understand their needs and preferences as well as your own. Teamwork also means communicating effectively with each other on issues that affect everyone involved in the process from time to time

Focusing on the patient and family experience, not just numbers or data.

While it’s important to measure and improve patient outcomes, the nurse leader should focus more on the patient experience and family. This means that she should be able to communicate effectively with physicians, other care team members and patients about how they are doing—not just whether or not they have an infection or other condition that requires treatment. The nurse leader also needs to be aware of how different factors affect patients’ feelings about their care experiences, such as social isolation or lack of support from family members who live far away from where they receive medical services.

It’s important for leaders in nursing organizations as well as hospitals where there are many nurses working together in teams (such as emergency departments) because these types of settings often face challenges when trying “to measure what matters most” – which could include things like patient satisfaction but also outcomes like mortality rates following surgery.”

Taking action and delaying quick fixes.

As a nurse leader, you need to understand that there are times when it is important to take action and other times when it’s better to wait until a problem has been fully understood.

Consider this example: A patient comes into the office with severe heartburn after eating at a restaurant over the weekend. He has tried over-the-counter medications and nothing seems to help him feel better. The doctor prescribes a certain medication that helps reduce acid production in his stomach, but no sooner does he start taking it than he gets worse again–and then another round of antibiotics doesn’t seem to do anything either! Finally, we decide that our best course of action would be to order an MRI scan on Monday morning so they can see exactly where all those stones are lodged inside his body.

The head nurse can foster a culture of continuous improvement by getting to know her staff and their patients and families.

The head nurse can foster a culture of continuous improvement by getting to know her staff and their patients and families, developing a shared vision for care and respecting the work of her team members.

The role of the nurse leader is one that requires great skill in managing both people and resources. This means having an open mind when it comes to new ideas, as well as being able to comprehend organizational change at all levels. As such, you’ll need leadership training if you want to effectively lead your organization toward better outcomes for patients.

Conclusion

The nurse leader has an important role in ensuring that the patient experience in the hospital is improved. It’s not just about measurements and data, it’s also about building relationships with staff members, families and patients. The best nurses are those who focus on building strong relationships and getting to know their colleagues well enough so they can share ideas and strategies that will improve patient care without having to reinvent the wheel every time something doesn’t work out perfectly.