The implications of terminating an innovation when the data do not support its success, but the personnel in a work setting like the innovation
The development and implementation of healthcare innovation projects are one of the most important goals and objectives of a healthcare facility. Innovation projects not only upgrade the status of the healthcare facility but also help in improving the service delivery by the medical practitioners. Despite the great contributions that the innovation projects have in healthcare, there are instances where the innovation could be continued, amplified, modified, or terminated depending on its state. Termination of the project could arise when the data collected does not support the success of the project (Burns, 2005, p.244). However, in this case, terminating the project becomes a problem, as the personnel in the work setting could like the innovation. Therefore, when such a situation arises several positive and negative implications are bound to crop up.
For one, such a decision saves the healthcare facility from cases of malpractice whereby it will not have relied on the wrong data to make inferences. Secondly, the healthcare facility will save on costs that could come about due to the use of wrong data, hence preventing its collapse. On the other hand, this decision could lead to opposition from the healthcare personnel who are for the innovation to be implemented. As such, this might have a great impact on the quality of service delivery in the healthcare facility. In serious cases, this could lead to instances of strikes and go-slows, which will in turn negatively affect the success of the healthcare facility.
The strategies to use to increase participation and spread the implementation of your innovation should your project be successful
Before implementing any healthcare innovation project, the researchers have to determine whether the project will be successful. Once approved, the researchers go back to the drawing board to come up with strategies that will increase the participation of all stakeholders involved as well as spread the implementation of the innovation (Christensen, 2002, p. 33). These strategic plans are essential for the successful implementation and development of the innovation project. The first strategy is that of ensuring that all levels of the personnel are involved in the consultation. Through this, every involved personnel will be participating in the project either directly or indirectly. Another strategy entails organizing the plans such that they are implemented by teams of personnel at different managerial levels. By doing this, the innovation project will be spread at all levels hence making every personnel aware of the innovation. Involving the patients who are undergoing treatment in the innovation is another strategy that could be used to ensure the successful implementation of the project. In this, the researchers will be able to measure accurately the outcome of the innovation thus determining its efficiency and effectiveness. In most cases, innovation normally involves new product development that could not be known to many people. As such, the researchers could initiate advertisement strategies through which the stakeholders involved in healthcare as well as the entire public could be informed of the innovation. This will not only create awareness of the program but also upgrade the status of the healthcare facility.
Reference List
Burns, L. (2005). The business of healthcare innovation. Cambridge University Press. Print.
Christensen, C. (2002). The Rules of Innovation. Technology Review 105 (5): 32–38.
The impacts for implementing an innovative proposal
Innovation in the medical sector has gone an extra mile in ensuring that citizens have adequate access to quality health care. As it is the majority of medical innovations are presumed to be driven and motivated by entrepreneurship and science and that they are a thing for small companies and businesses. The medical technology sector has undeniably been criticized for its record of business failures reducing the size of investment in the field. This has seen even brilliant ideas fail to see the light of day due to the cost factor (Coray 2010, pp 2-10).
Clearly, there is a great distinction between the inventive and innovative arguments. A good innovation thrives to increase efficiency, profitability and market share. Innovation, therefore, is the second stage of invention. A good innovation, therefore, is one that survives the cyclic and spiral nature of the market to emerge as an efficient and cost-effective alternative. More often than not most innovations fail on the cost aspect.
The secret behind the success of innovation, therefore, lies in a strong and viable business plan. A business plan serves as an analytical report of the various marketplace factors. It strikes a compromise between the demand and supply as well as overhead costs to provide a roadmap for the innovation. It is therefore important to analyze the company in its self-followed by the building and industry analysis in as far as the unique consumer wants and a final risk assessment analysis of the marketing operations and financial environment.
It is also important to incorporate a risk management strategy for innovation in the business plan. This, therefore, leaves enough leverage on which to rely in case of failure. It offers insurance to the innovation and ensures that it maintains a margin of safety.
External spread of the project, how to reduce pressure ulcers
The effects of pressure ulcers are far-reaching and are not a local or internal affair. In fact, the average cost of treatment of pressure ulcers falls between $500 and $40,000 and yet the problem can be easily prevented and or managed (Agency for Healthcare Research and Quality 2010, pp. 2). In effect, it is in the best interests that success in innovating in pressure ulcers be implemented and distributed across the estate and beyond the internal confines of the organization. As such, the researchers could initiate advertisement strategies through which the stakeholders involved in healthcare as well as the entire public could be informed of the innovation (Christensen 2002, p. 33). This could begin by selling the idea to the investors and key players in the public health sector including the state who in turn will be responsible for disseminating the information further to the general public. This will not only create awareness of the program but also upgrade the status of the healthcare sector.
At the local level, the information will be disseminated through local health care committees that will then reach out to the various hospitals and health care centers. The innovation could also be integrated into the learning curriculum to ensure that professionals are educated on the advantage of the innovation. This will act to inspire the learners to take interest in innovation and also increase the spread of the knowledge. The state being the greatest stakeholder in the health care sector could also take a step further to integrate the innovation into the basic health policy to ensure that it receives the necessary legal empowerment to transform the healthcare sector. This will also go further in alleviating the trouble caused by pressure ulcers.
References
Agency for Healthcare Research and Quality. (2010). What’s New? Web.
Christensen, C. (2002). The Rules of Innovation. Technology Review 105 (5): 32–38.
Coray, J. (2010). Medical Device Innovation: Avoiding Failure by Managing Risk. The Hartford’s Technology & Life Science Practice and the Marine Practice. Web.
Innovations in health care service are essential to ensure that health care institutions are effectively managed. A successful innovative management strategy will require a prescription of a change system that would enable health care institutions recognize the harm due to exposure to health risks such as shortage of Central Sterilizing Supply Department could cause (Stanhope, 2006). The purpose of the change in the Central Sterilization Supply Department is to avoid the potential harm that could result as due to inadequacies (Heath, 1998; American Nurses Association, 1999). The CSSD is an important means of preventing hospital cross infection (Emslie, 2008).
Thus, all institutions of health care must adopt CSSD quality assurance policies and procedures to mitigate probable adverse injuries posed by shortage of CSSD risks. This paper focuses on designing a health institutional change strategy that will ensure effective operation of the CSSD to eliminate risks associated with shortages. In sum, this paper will: identify the problem and rationale for the need of change; explain the aim of change; enumerate support evidence for change; summarize the main events and time table; provide a description of the desired change; business plan; strategy; summary of the main events; consequentially map for events; risks; control mechanism; transitional arrangements; resources; cost and budget; summery of costs; evaluation; dissemination of plan; limitations; and conclusion.
Identification of the problem and rationale for the need for innovation
The Central Sterilizing Supply Department (CSSD) is a special health institutional department where the cleaning, packing and sterilizing of all equipments for use in the wards and theatres take place. In modern health institutional practice, the CSSD has become indispensable because it is a very effective and economical means of providing sterile equipment for the aseptic technique. The CSSD may also be used for the disinfection after use of large pieces of equipment such as incubators, oxygen tents and ventilators. The CSSD is therefore an important means of combating hospital cross infection. Other CSSD advantages include: saving of nursing time; can standardize packs; the sterilization process is effectively controlled and safe (Zeichner, 2005).
The identification of the problem and the rationale for the need of change of the CSSD is essential in change management strategies. In the identification process, the change management committee will need to gather all information related to current and past incidences that could have happened as a result of shortage of Central Sterilizing Supply Department within the hospital (Youngberg, 1998). The committee will have to identify potential risk or exposure areas by using tools which could include: one, examining the existing incident reports as a primary tool. Medical reports on incidence occurrences are important in locating specific and potential areas of risk exposure.
All the information related to the incidences is recorded for accurate identification of areas of potential risk exposure due to shortage of CSSDs; two, the change committee will attend workshops such as morbidity and mortality, and quality management meetings to collect information on the actual medical errors that occur as a result of CSSD shortages (Rousel, 2003). Workshops and conferences may also be used to assist in gathering information (JCR Staff 2004); third, the change management committee will have to direct the medical records department to provide medical reports received from law firms (Wilson, 1999).
The Aim of the Change
The main aim of changing the CSSD in health care institutions is to establish proper policies and procedures that would ensure that CSSD has enough equipment and adequate qualified staff that complies with the laid down policies and procedures that would ensure safety at all levels (Linderman, 1999; Wunderlich, 1996). The purpose is to transform these procedures and ensure availability of adequate staff that is qualified to guarantee safety procedures within a health care setting. Lewin (1951) states that change can be adopted by either increasing the force of change in the intended direction or by reducing the existing opposing forces (Clarke, 2002: Acello, 2002).
Therefore, this paper will use Kurt Lewin’s change model to increase the force of change to avoid potential risk exposure as a result of shortage of CSSD. The change will adequately address the problem of staff compliance to the intended policies and procedures to eliminate unsafe work practices, poor attitudes and beliefs relating to protection procedures, and lack of knowledge and skill (Cherry, 2005: Gershon, et al., 1995).
Support Evidence for the Change
The concept of Central Sterilizing Supply Department was first introduced in the nineteenth century by Florence Nightingale, a concept that led to the evolution of health care institutions. She formed the department in 1854 on request of the British government and assisted reduce the death rate from 38% to acceptable 2% of wounded soldiers during the Crimean War (Wolper, 2004). Another milestone in the transformation of CSSD was the discovery of bacteria as the cause of disease. Sanitation was the principle focus of preventive medicine and elimination of infections in health care institutions before the discovery (Conte, 2001: Center for Diseases Control and Prevention. 1998).
In 1865, Semmelweis assembled and analyzed the clinical data in the obstetrical wards of the Krakenhaus hospital in Vienna to prove the contagious nature of postpartum infections. He then affected a management change routine where everybody entering the clinic to wash their hands with soap and water and soak them in a chlorinated limes solution. The results were amazing, in three months, the obstetrical death rates declined from 18% to 11/2% (Wolper, 2004).
Louis Pasteur proved in1822-1895 that bacteria were reproduced by reproduction and were not spontaneous, as previously believed. Lister continued Pasteur’s work where he made a discovery that broken bones over which the skin was intact, usually healed without any complications; when they are exposed, however, fractures developed the same type of infections that grew in amputations and other operations. Lister proposed that this finding provided additional evidence that some element circulating in the body was responsible for the infections (Center for Diseases Control and Prevention, 1998: Rello, 2007). By 1870, health care institutions in Germany were paying attention to Lister’s theories and sprayed carbolic solution in theatre room, drenching both surgeons and patients. As a result, it was now possible to perform surgery without fear of infection (Wolper, 2004: Jagger, 1998).
The discovery of steam sterilization and anesthesia modernized surgery practice and made it possible to be performed on regular basis. The introduction of steam sterilization was the beginning of surgical asepsis different from the earlier less effective antisepsis measures (Gruendemann, 2002). The three discoveries, that is, bacteria as the cause of diseases, anesthesia, and steam sterilization led to the development of the modern hospital. By 1895, Wilhelm Konrad discovered the x-ray thereby completing the foundation of the modern hospital (Gains, 1999).
In the UK, the first purpose-built CSSD was at Musgrave Park in Belfast. The processes of sterilization continued to change in a positive direction. However, there were occasional setbacks, for instance, in 1972; there was an outbreak of infection caused by contaminated commercially made intravenous preparations due to a failure of the bottles in an autoclave to reach an appropriate temperature (Wolper, 2004 :). The British standards committees and the department of Health of England and Wales prepared improved standards for the design, engineering, and testing of sterilizers and to advice on their use and management.
The central processing of surgical instruments was standardized by use of wrapped trays containing sets of instruments for each operation. Later, Scott Sheila a nursing officer in the department of health convinced her colleagues to introduce the system in the operating theatres. This system was gradually modified and introduced in all CSSDs, and it is still in use today.
Description of Change
After comprehensive diagnosis of the need for change in the CSSD procedures, the change assessment strategy will be done. The established change committee will to address the risks or medical errors whenever they occur as a result of shortages in the Central Sterilizing Department. The change measures undertaken must be proactive such as; establishing new efficient guidelines for reporting adverse incidences to guide health care staff about the procedure they should undertake to ameliorate adverse events of shortage of CSSD such as injuries and death (Wachter, 2008).
The change management strategy will entail the assessment of CSSD past experiences and current exposures. Involvement in change process is motivational, for instance, it helps raise; health care staff morale to comply with CSSD procedures, community image, cash flows, and other health care stakeholders. The effectiveness of the change process of CSSD working procedures would be determined by the number of reported incidents on harm or injuries.
The change committee will employ key change strategies for collecting information whenever an adverse event occurs as a result of shortages in Central Sterilization Supply Department (Daly, 2004). After comprehensive identification and assessment of the problem and the need for change, the change committee will then establish effective control measures to be followed. These control measures will respond to potential areas of risk posed by shortage of Central Sterilizing Supply Department, and consequently reduce the liabilities involved related to these risks.
Young (2002) states that all risks that pose harm or death to patients and medical staff should be effectively addressed within the health care institution. Once these potential risks are identified and assessed, the change management committee would take appropriate control measures aimed at eliminating the risks. The change expected would also involve adoption of action plans that will ensure that CSSDs resources and time are applied effectively in areas reflecting potential high risk. When carrying out assessment of high potential risks involved, the change committee consider the adequacy and safety of all its surgical equipments, by ensuring that it considers clear points when processing instruments used in theatre.
The CSSD change program would be aimed at assisting the change committee in evaluating the CSSD work practices and medical safety devices such as; timely supply of sterile materials, disinfection procedures, adequacy of surgical equipments, procedure for sterilizing critical items, and instruments cleaning procedures based on the existing data. The change strategy then proceeds to “engineer out the problem of the CSSD shortage as close to the source of the problem as possible (JCR, 2004).
The change strategy is aimed at transforming the CSSD work practices, for instance, by; one, CSSDs are equipped with necessary equipments (McCormick, 2002); two, the change committee would establish procedures that guarantee all surgical theatres staff that is professionally trained and educated to ensure observation of high aseptic standards (Gruendemann, 2002). It also ensures that the surgical staff is not affected by the distractions, thus, ensuring smooth flow of surgical procedures; three, ensuring that CSSD has adequate supply of instruments necessary for an operation to guarantee health, safety and precaution of both patients and medical staff; fourth, policies that guarantee availability of sterilizing facilities at all times for use instruments.
Business Plan
The CSSD program is a premier change strategy designed to reducing potential high risks events related shortage of Central Sterilization Supply Department. The mission of the change initiative is to put in place procedures that will guarantee; timely delivery of sterile supplies, quality conformity, and efficient procedures in health care surgical departments, a central area in CSSD. All health care institutions would need proper and efficient procedures to run CSSD activities such as cleaning, disinfecting, sterilization of high risk items, and supply of sterile materials. The CSSD change program would fulfill as these requirements. The CSSD change program would also enhance the CSSD building blocks which include: having well trained and educated medical staff to handle work procedures in the CSSD; enhancing information systems through planning and tracing; efficient standardizations of processes, equipment and instruments, and the infrastructure of the CSSD.
The business plan justifies the implementation of policies and procedures that are well coordinated and multi-disciplinary to respond to the challenges posed by shortage of Central Sterilization Supply Department. The CSSD shortages can cause unprecedented devastating effects to both patients and medical staff that should not be contemplated. Therefore, this business plan designs clear policies and procedures aimed at solving the problem of CSSD shortages and contains; details all the people involved in the CSSD the specific roles they play, establish clear communication processes, provide clear action plans to be undertaken including risk assessment, medical staff and education strategies, equipment purchase and supply strategy, and control strategies of CSSD activities. Structured communication is essential in the health care setting to facilitate appropriate responses (Rousel, 2003: Brennan, 2006).
Strategy
The CSSD change blue print is intended to provide improved institutional service delivery of the CSSD. The change implementation strategy concurrently proceeds and involves medical staff from key medical departments from top down and from bottom up. The head of departments will be co-opted at the steering committee to oversee the implementation process. From bottom up, the change blue print principles and goals will be implemented at the service level through a series of individual involvement in established procedures that involve partnership with other departments. Each implementation procedure at this level will be led by an operational change team.
A series of health care ad hoc management committees to offer support will also be formed to focus on change issues that formed change teams may encounter during the change development and implementation process.
The steering committee led by the heads of the surgical department, nursing, dental, and obstetrics. The responsibility of the committee will be to supervise and guide change implementation efforts. It will also select and sequence collaborative change initiatives, select operational change team leaders and management support teams. They will be in the forefront in campaigning for these changes by modeling the principles of departmental collaboration. The steering committee will also address the following; mobilization of interests and consensus building to make the changes to be acceptable, establishment of staff development blueprint that addresses work teams at all levels, such as, support for team building, training, promotion of innovation, strategy identification to support sustainability of practice, and others.
Summary of the main events and the timetable
Teams
Main Events
Steering Committee
Training and Coaching
Supporting Team Building
Staff Evaluation
Establishment of learning communities
Identifying strategies to support sustainability of change
Operational change
Measure change implementation progress
Formulate a training plan
Support improvements across systems
Ad hoc management support teams
Governance
Finance
Logistics
Evaluation
Consequentially map for the events
The purpose of this section is to provide advice and guidance on the establishment of the best CSSD practices. In consideration of the necessary actions, there are a number of steps that need to be considered for an effective CSSD that will minimize risks associated with shortages. Most significant, is to secure CSSD equipment buying and supply chains by considering: working out efficient supply chain procedures that is cost efficient and agility to respond to flexible requirements; CSSD equipment and supply chain that is robust and reliable, able to supply products in schedule consistently; and consolidation of supplies wherever possible to reduce traffic and possible contamination.
Risks
There are possible risks that may pose some set backs in the implementation process of the desired change. The main threat that will affect implementation of this change will come from the costs involved in the procurement of the CSSD equipment. The costs of establishing these instruments are extremely high and may be affordable to most health care institutions yet they are absolutely necessary. To control the hiccups resulting from the difficulties felt by health care professionals in understanding the mechanisms of implementing the new strategy, experts will always be placed on standby to address their concerns. Furthermore, efficient training mechanisms put in place will save time and costs in terms of providing the health care workers the necessary skills as conveniently as possible.
Control Mechanisms
Health care experts would be adversely consulted to mitigate the difficulties that health care workers may face in understanding implementation strategies of the new program. Efficient training and education strategies would also be established as control mechanism to offer health care workers with the necessary skills.
Transitional Arrangements
The implementation of this change would be performed for a period of two years. The transitional arrangements will be overseen by the established committees led by the steering committee, operational change team, and ad hoc management support committees.
Resources
Consultancy services from health care professional s would be sourced for current information on modern management and prevention strategies of shortage of CSSD risks. Furthermore, all CSSD supplies will and manufacturers would also be consulted closely as major resource entities to ensure that the program succeeds
Cost and Budget
Much of the cost of executing this program would be expended on consultancy and training of health care workers. The projected budget cost would cost at least USD 150,000 to cover all the projected costs. This amount will be adequate to actualize all aspects of this program. The program shall be funded by the hospital and the ministry of health. The expected results after implementation of the strategy will be to prevent and if possible eliminate shortages of CSSD and save medical costs.
Evaluation
The true test of the effectiveness of the change outcome will be determined by the level of compliance and the measure of the resultant adverse incident levels reported. This evaluation method will assist in determining the ability and capacity of the health care professionals in dealing with the new strategy. In addition, efficiency as a result of the program will be determined by the number of incident reports of injuries relating to CSSD shortages. The successes of the program implementation will determined by the reduced number of injury incidences related to shortage of CSSD. The health care professionals will also be required to provide frequent feedback that will assist in gauging the success of the program. The feedback from these professionals will assist in ensuring that health care professionals comply with the new strategy.
Evaluation of the program will performed after 2 years of pilot testing. The evaluation strategy will be based on designing a program in terms of providing health care employees with protection against adverse risks associated with shortages in CSSD. The expected evaluation outcome should demonstrate; appropriate implementation and enforcement of the implemented CSSD new strategy aimed at reducing reported incidents of risks associated with CSSD shortages.
It should also demonstrate a reduction in costs attributed to combating adverse effects arising from risks associated with shortages of CSSD. Finally, the evaluation strategy will also aim at measuring the competence of health care personnel in implementing the new changes in the CSSD department before the adoption of the new strategy. This will be achieved through trail tests to ensure that health care personnel are able to simulate what they have been trained to know (Cherry, 2005).
Dissemination of Plan
The change implementation dissemination plan would involve the use of effective implementation strategies. A systematic process to support the adoption of the new CSSD policies and procedures would be used to communicate the practice change. The interventions that would be adopted to improve change acceptance include involvements in interactive education and training, engagement of opinion leaders and peer group leader, and use of action plans. The education strategy would be the most essential strategy to develop an understanding of how and why the CSSD change model is necessary. However, education alone may not be sufficient, it will be supplemented by clear practice guidelines and policies.
Limitations
The change strategy will be limited to managing to only changing transforming the policies and procedures The health care professionals will be required comply and practice the new strategy. This project can not control the actions of health care professionals.
Conclusion
As a sensitive area in any health care setting, health care providers must strive to the CSSD has adequate and necessary facilities and efficient working procedures to ensure operations. Managements must be conversant with change management processes necessary for institutional transformation in order to reduce or eliminate health risks. Effective utilization of risk management strategies is vital in transforming health care working procedures. There are no universal approaches that are applicable in all health care institutional setting. Each entity can use an approach that is relevant to its circumstance in terms of reducing or eliminating risks.
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Modern health technologies and information systems are making it possible for medical institutions to provide timely services. Unfortunately, such innovations present various security and privacy challenges that might affect the level of confidentiality. Different states across the United States are engaging in social networking and ePatient collaborations to address this challenge. This paper describes the arrangement and laws existing in Florida regarding the issue of healthcare informatics safety and privacy.
Collaboration Efforts
Florida is currently participating in various collaboration initiatives intended to improve the level of security when it comes to the use and access of patient data. First, the state uses the Crosswalk Tool that allows providers to search for regulations and laws regarding the safety and integrity of patient’s data. Second, Florida is part of the Health Information Security and Privacy Collaboration (HISPC). This is a federal initiative that brings together different states that want to expedite the adoption and improvement of electronic health records (EHR) safety (Agency for Healthcare Research and Quality, n.d.). Third, Florida liaises with the U.S. Department of Health and Human Services (HHS) Cybersecurity Program. This federal initiative promotes an enterprise-wide initiative for supporting the wellbeing and health of the American people.
HISPC
Florida is presently participating in HISPC with the aim of introducing additional security mechanisms when using EHRs. This project has been bringing together different states in such a way that they expedite the adoption of health informatics (HIs) while protecting the stored data (Health IT, n.d.). Such an approach is essential to ensure that the handled information is safe while supporting the delivery of personalized and high-quality services. The decision to join this collaborative process has made it possible for the state to achieve notable milestones.
Importance of Collaboration
Collaboration is an evidence-based practice that allows different partners to partner and focuses on the best ways to achieve their common goals. This approach makes it possible for various agencies to identify some of the common security needs and analyze how they can affect the experiences and outcomes of the stakeholders. The states involved in such projects will combine their resources and implement superior mechanisms that can minimize the security threats and attacks that might affect the experiences of different patients (Mello et al., 2018). The initiative is capable of supporting the delivery of timely results within a short period. The partners will benefit from the strategies and implement similar mechanisms that make it impossible for hackers and phishers to manipulate or steal confidential information.
Through continuous collaboration, partners present their insights that eventually result in practical and multi-state solutions. The relevant departments will harmonize the formulated security measures, formulate appropriate policies, and solve some of the emerging problems (Health IT, n.d.). Consequently, the process will deliver desirable goals much faster and support most of the involved healthcare institutions. The regions or states will, therefore, use modern health information technology more efficiently and meet the medical needs of more patients.
Conclusion
Florida is one of the states whose health leaders and policymakers take the issue of data privacy seriously. These professionals have identified and participated in various collaborative projects that have been aimed to deliver similar goals. The initiative has made it easier for more practitioners, physicians, and organizations to offer secure and safe services. The improved level of data security has increased the confidence of most of the patients.
The healthcare business is facing a challenge: people are growing more wary and cynical of components of the industry that are critical to their well-being. While this isn’t a brand-new issue, consumers are becoming more knowledgeable about their healthcare options. Patients dissatisfied with their healthcare system may seek care elsewhere to locate a provider who is more in tune with their requirements and preferences (Bring your own device, 2021). An increasing number of hospitalizations may quickly overburden staff members with routine activities and judgments, such as deciding which incoming telephone calls should be answered first rather than which patients require outreach.
Successful Innovation in Local Healthcare Setting
I chose the GetWell network because it will provide coverage for everyone in my local health care environment. One of the most critical issues facing healthcare organizations today is the lack of qualified and skilled people to care for the growing number of patients (Grisot et al., 2017). Because the correct patient monitoring technologies permit triage of patients, either in the hospital or in a remote setting, scalable solutions like GetWell will help a lot.
Description of Local Healthcare Setting
It is a specialist outpatient hospital that offers exceptional care to particular people. It deals with chemotherapy, dentistry, pediatrics, gynecology, and outpatient surgical cases. The facility is located in rural areas in Minnesota, where they see 500 patients per day. Most patients report having come far distances, such as from Manorville, Cosmos, Ada, Long Prairie, and Lanesboro, to mention but a few (Grisot et al., 2017). The facility has five physicians, ten general practitioners, and 11 nurses. The health workers employed here do not manage this entire patient; therefore, the facility needs to implement the GetWell network to solve the problem.
Needs of Local Healthcare Organization and Community
Where I come from, rural areas would benefit significantly from the network. Using mobile devices, patients may access all the resources they require through this network. They are reducing the number of hospital readmission by making it more straightforward for patients to contact clinicians, learn more about drugs or their condition, and set up follow-up appointments. All of this contributes to higher levels of patient satisfaction and helps to narrow the communication gap between you and your healthcare provider. This saves time since you won’t have to drive as far, wait in lines, or be as stressed out (What is health equity and why does it matter 2021). As you grow older in a rural Minnesota community, going to the doctor’s office becomes increasingly tricky without “inconveniencing” someone else. Because of this new technology, senior patient care would be more convenient, and there would be a positive impact on their overall health.
The virtual health environment is accessible at a low cost; all it takes is the click of a button to get started. You can learn about your prescriptions, track your progress, make appointments, and communicate with medical professionals (Grisot et al., 2017). All of this may be done online, saving you money on petrol and other expenses associated with going to a physical location. Another fantastic feature is the ability to search for whatever you choose. To find any medications or healthy diets you’re unsure about in the search box. Nothing stops you from being self-sufficient and training yourself instead of paying to visit someone who will use the similar technology you do to give you the same stuff you already know.
Intrinsic and Extrinsic Factors That Impact Successful Innovation
Two intrinsic aspects are the foundation of my prediction; the first is the ability to build formal and informal relationships and bring people from other disciplines together to work toward a shared objective. This technology brings people from various walks of life together to work together, whether in IT or with patients. The GetWell Network’s variety can be observed across all disciplines and in the formed interactions, both informally and formally. Simply coming to the patient’s home and setting up their mobile device for them might suffice (Heirich, 2019). Check to see if they’re familiar with the technology, and then do everything from phoning the patient to reminding them of their online appointments. Give them a survey about the service they received.
Frustration with the commonplace feeds dissatisfaction with the status quo as a source of fuel. Patients are dissatisfied with their appointments’ cost, duration, and stress, especially when they travel to the hospital (Bring your own device, 2021). GetWell Network is our attempt to alleviate all of that tension; therefore, this will contribute to the successful innovation in my local healthcare setting. It will provide them with technology at hand that will help them seek their appointment from home.
Two extrinsic factors influence successful innovation: The right place as well as design models and Sustainability. It has to fit in with its surroundings, both in the real world and virtual. Rural town Minnesota, in my opinion, would be the ideal setting. Many individuals in my tiny town have missed appointments because of the distance, transportation issues, or the decision that an appointment or simply following up was not worth their time (Heirich, 2019). My little village is two hours southeast of the cities. To eradicate all of that, increase participation, and enhance the health of those folks who don’t have access to transportation or education without realizing how critical these appointments may be to their overall well-being. The right political and social atmosphere for change and proof that innovation is the most excellent option for the community or group are all necessary ingredients.
Projected Sustainability of Selected Innovation
In my opinion, we are all headed in this direction; therefore, rural areas should only accelerate their progress. Due to a shortage of transportation, people in my neighborhood have a more challenging time getting to their doctors and other appointments. Patients no longer have to worry about transportation and can receive continuity and follow-up treatment in the comfort of home, making it more convenient for them and reducing their overall stress (Grisot et al., 2017). The average follow-up visit lasts 15 to 20 minutes in and out, so why not use a portable device and make it more convenient for the elderly community while also removing the need for transportation?
Innovation Elements and Future Success
The innovation will last long since the population in my area will adapt to the system. Their transportation cost will be erased, and they will not waste a lot of their money just going to the hospital. With technology, they will be served while in their home with a single click on the device. All the appointments with their general physician will be held online. The elements will be safe for the patients, privacy, quality health care for all the population, and access to the GetWell network system (What is health equity and why does it matter 2021). This will fit my local health setting well since all the population, including old age, will be covered.
Conclusion
In conclusion, a practical approach to patient involvement should be implemented across the whole health care system, and it should be the same in every hospital. Hospitals need to provide a consistent patient experience throughout the whole health system so that patients may feel like they’re genuinely a member of the network no matter where they go (Grisot et al., 2017). Organizations may attract and keep patients by prioritizing a smooth, system-wide approach and ensuring that fairness and equal access remain vital goals.
The COVID-19 pandemic has once again demonstrated healthcare personnel’s significance. However, as Ernest Grant, President of the American Nurses Association, noted, “the largest group of healthcare providers” – nurses – are still underrepresented (as cited in Johnson & Johnson Nursing, 2020, para. 10). Another active nursing leader, Rebecca Love, agrees with him that nurses deserve more acknowledgment and opportunities to innovate and upgrade the healthcare system (as cited in Johnson & Johnson Nursing, 2020, para. 20). Love has made a great contribution to promoting nurse-led innovation and can be regarded as an outstanding nursing leader in her field, which is the main reason for selecting her for this assignment.
Educational Background
Rebecca Love is a versatile specialist, possessing knowledge and skills in several professional spheres. First of all, she is a registered nurse (RN) and holds an MS in Nursing from Northeastern University (Healthcare Manufacturers Management Council, n.d., para. 3). Apart from that, she got a BA in International Relations/Spanish from Boston University and, in 2013, started her own businesses (Healthcare Manufacturers Management Council, n.d., para. 3; Uitti, 2019). All the acquired knowledge and experience allowed her to strengthen the collaboration between nurses and business people and increase nurses’ acknowledgment in society.
Professional Background
There is no specific information available online on how long Love has been working as a nurse. However, one can see how many projects concerning nursing she has implemented within less than ten years after she found her company HireNurses.com in 2013 (Healthcare Manufacturers Management Council, n.d., para. 2). One of her main achievements is the foundation of the Society of Nurse Scientists, Innovators, Entrepreneurs and Leaders (SONSIEL) “along with a group of leading nurses in the world” (Healthcare Manufacturers Management Council, n.d., para. 2). Its aim is to improve nurses’ image by presenting them “as the experts they are in healthcare” (Uitti, 2019, para. 33). Love currently serves as SONSIEL’s President implementing various projects and promoting nurse-led innovations, such as Nurse Hackathons (SONSIEL, n.d., para.1). They raise the public’s appreciation of nurses and motivate them to be more active, decisive, and creative.
Contributions to the Nursing Profession
The way Love raises awareness of nurses’ role in innovations within the healthcare system is one of her major contributions to nursing. There are several important points she makes about nurses-led healthcare system initiatives. Firstly, Love is certain that, unlike businessmen, nurses “put the wellbeing of the patients at the front” (as cited in Bau, 2020, para. 5). Secondly, she emphasizes that nurses are mostly the ones who would use new products or implement new initiatives (as cited in Bau, 2020). Finally, Love shares her nursing experience when she could notice that something did not work but did not have an opportunity to change anything (as cited in Bau, 2020). Moreover, she wants business people and healthcare leaders to invite nurses to discuss innovations and listen to their opinions more often.
Further, Love was also the first nursing leader to introduce some concepts. As noticed by Casados (2021), “Love is regarded as a pioneer in developing technology solutions that benefit nursing professionals” (para. 1). For instance, she was the creator and director of the Nurse Innovation and Entrepreneurship program (Healthcare Manufacturers Management Council, n.d., para. 1). This initiative made her a pioneer in “empowering nurses as innovators and entrepreneurs” in the US (SONSIEL, n.d., para. 3). It also resulted in transformational change in the field of healthcare and nursing.
Non-Nursing Theory
It is essential to notice that the position and actions of Rebecca Love are based on the specific non-nursing theory. When analyzing her ideas, it is possible to suggest that she supports Kanter’s empowerment theory that focuses on providing nurses with more trust and rights and allowing them to be more creative and make more responsible decisions (Spence Laschinger et al., 2010). As mentioned above, this is precisely what Love advocates for, and the identified theory shapes the nursing leader’s professional practice in several ways. For example, Love creates unique programs for nurses, considers their opinion, and advocates for their right to bring innovations to healthcare.
Importance of Theoretical Concepts
It is important to note that while promoting changes and innovations in the healthcare system, Love does not urge nurses to forget existing theoretical concepts. Love emphasizes that nurses become good innovators primarily due to their relevant knowledge (as cited in Bau, 2020). Love also highlighted that implementing innovations does not mean ignoring, violating, or eliminating existing protocols (as cited in Uitti, 2019). The nursing leader recognizes their value as the result of much “evidence-based practice and research to maintain the best outcomes” (as cited in Uitti, 2019, para. 18). Therefore, she believes there should be a balance between acknowledged, time-proved practices and innovative ones (as cited in Uitti, 2019). According to Love and other researchers, nurses must generally follow the protocols but should propose changes if they notice that certain practices do not work (as cited in Uitti, 2019; Malloch et al., 2020). The importance of balancing evidence-based practices and innovation is also presented in Hagle et al.’s study (2019), which offers a framework for a new modern, relevant, and efficient healthcare model. Thus, they also support Love’s theory that innovation cannot be successfully implemented without relying on time-proved theory, knowledge, and practices.
Conclusion
To conclude, Rebecca Love expands the understanding of the nurse’s role and raises awareness of their potential and significance. She can be considered an outstanding nursing leader, as she motivates nurses not to put up with existing problems within their working field but to seek solutions to them actively. Love utilized all acquired knowledge and experience in nursing and business and provided nurses with more opportunities to change the healthcare system for the better.
References
Bau, T. (2020). Q&A: ‘For years nurses have been left out of the conversation’. Healthcare IT News. Web.
Malloch, K., Hrabe, D. P., & Schultz, M. (2020). Innovation leaders: Networking across practice and regulatory agencies for better data and clinical efficiency. Nurse Leader, 18(3), 269-275. Web.
SONSIEL. (n.d.). 2021 Board of directors: Rebecca Love. Web.
Spence Laschinger, H. K., Gilbert, S., Smith, L. M., & Leslie, K. (2010). Towards a comprehensive theory of nurse/patient empowerment: Applying Kanter’s empowerment theory to patient care. Journal of Nursing Management, 18(1), 4-13.
Uitti, J. (2019). The first nurse featured on TED.com launches society for nurse entrepreneurs, innovators. Nurse.org. Web.
The innovative strategies both in medical and surgical aspects of congestive heart failure treatment have more advanced opportunities to improve the life expectancy diagnosed with this disease.
Diagnosis with Supporting Details
Congestive heart failure is associated with decreased heart function. During this illness, the heart muscle cannot generate the energy needed to circulate the necessary amount of blood in the body. In almost all cases, ischemic heart disease is the leading cause of heart failure (Clark et al., 2019). Taking into consideration this fact, clinicians focus on choosing approaches to myocardial revascularization in chronic heart failure. Another leading cause of this problem is myocardial injury leading to abnormal ventricular remodeling due to chamber dilatation and impaired contractility (Clark et al., 2019). These changes result in a decrease in cardiac output, a decline in organ perfusion, and activation of compensatory neurohormonal systems. The relevance of the problem of this disease for health care is conditioned by the prevalence of pathology and the high economic costs of its treatment. These problems are due to the severe progressive course of the disease, multiple hospitalizations, early disability, expensive cardiac surgery and long-term drug treatment, complex program rehabilitation and high mortality.
Treatments with Supporting Details
Approaches to the treatment of heart failure have changed repeatedly. In the 50-the 60s of the 20th century, inotropic heart stimulation was considered the primary therapy (Alvarez et al., 2018). In the 70s, emphasis was placed on combating fluid retention, while in the 80s, clinicians focused on decreasing the load on the heart through vasodilators (Alvarez et al., 2018). Later, in the 80s, a phosphodiesterase inhibitor III (PDE III) was synthesized for the dual effect – inotropic and vasodilating indicators. Since the 1990s, the mainstay of treatment has been the suppression of excessive activation of neurohumoral systems (Alvarez et al., 2018). ACE inhibitors, beta-blockers, and diuretics have traditionally been used to treat chronic heart failure. Medicines are used to prevent complications and improve quality of life.
In the case of severe heart failure, a defibrillator is frequently implanted as part of a pacemaker to prevent hazardous irregular cardiac rhythms (Alvarez et al., 2018). Resynchronization therapy is another name for this treatment (Alvarez et al., 2018). Physiotherapy is an essential part of successful treatment. In emergency cases, surgery is performed, which is especially necessary when disorders of the heart valves cause insufficiency. Sometimes, a heart transplant is the only way to save a patient’s life.
New Treatments/Medicines – And Benefits with Supporting Details
At the end of the last century, the neurohormonal theory of the pathogenesis of heart failure became generally accepted, based on the idea of excessive activation of the neurohumoral systems – renin-angiotensin-aldosterone (RAAS) and sympathetic-adrenal (SAS). Biologically active substances produced by these systems, as well as vasopressin and endothelins, which increase during this illness, are responsible for vasoconstriction and retention of sodium and water in the body, steady hyperplasia and proliferation of cardiomyocytes. As a result, myocardial and vascular remodeling occurs. Against this background, systolic and diastolic dysfunction of the left ventricle is aggravated, which potentiates an increase in the activity of neurohumoral systems, closing the pathological circuit and maintaining a high potential for myocardial damage and fatal arrhythmias (Alvarez et al., 2018). Recent studies have shown the importance of cytokines in the development and progression of heart failure. Pro-inflammatory cytokines stimulate the production of endothelin and nitric oxide synthase, which contribute to the development of oxidative stress and apoptosis, causing the progression of myocardial dysfunction.
The development of new angiotensin (AT)-converting enzyme (ACE) inhibitors is in the direction of finding drugs with optimal efficacy and safety profiles. Imidapril hydrochloride, a long-acting ACE inhibitor, is in the clinical trial phase (Alvarez et al., 2018). Compared with other group drugs, dry cough rarely develops against its background. Using inotropic detection agents leads to reduced myocardial contractility and the possibility of its detection. It was found that using digoxin helps reduce the severity of symptoms of congestive heart failure and is especially indicated in patients with concomitant supraventricular tachycardia. Recently, new classes of drugs have been used to treat heart failure, such as vasodilators. These drugs primarily affect the peripheral arteries, stimulating their expansion. As a result, by facilitating blood flow through the vessels, the work of the heart improves. Vasodilators include nitrates, angiotensin-converting enzyme blockers, and calcium channel blockers.
An implantable cardioverter-defibrillator (ICD) is a device that detects and treats most cardiac tachyarrhythmias, such as ventricular tachycardia (VT) and ventricular fibrillation, automatically (Maron et al., 2021). ICD practically stimulates the heart when it beats incorrectly or atypically. This technology is adapted to estimating the heart’s electrical activity based on which the pacemaker evaluates the necessity to send the electric signals for supporting a normal heartbeat. When the defibrillator is implanted, it allows to monitor of the atypical heartbeats and rhythms and supports the normal functioning of the heart simultaneously. In cases where tachyarrhythmias disturb the average heart rate, ICD defines the problem and restores the right rapidly, which helps to prevent many life-threatening conditions. Moreover, this technology includes the function to alert the user to visit for an assessment when the heart condition cannot be restored only by the ICD alone. For emergency medical situations, the ICD can be configured to generate 30-second beeps (Maron et al., 2021). The ICD has two different signals, which may indicate various problems. The combination of sounds may represent the distortions in a heartbeat or indicate that ICD cannot support the heart and currently requires an urgent visit to the doctor. Such signals are repeated in varied periods, which are chosen based on the severity of the problem. For example, when ICD needs adjusting, the signals are repeated every twenty-four hours.
Closing
Based on the analyzed materials, such innovations in heart failure treatment as the development of new types of inhibitors and the implantable cardioverter-defibrillator are beneficial. The innovations mentioned are vital for improving healthcare quality and increasing the life expectancy of patients with congestive heart failure. New inhibitors are designed to minimize the negative impacts of the treatment on the patient’s lives. Despite the significant risks of surgical interventions, this technology can be efficiently used in monitoring heart failure-related problems preventing many deaths.
Future directions in improving treatment opportunities for people with heart failure are primarily related to medications. The development and implementation of new substances and inhibitors should be efficiently analyzed. A comparative analysis of the traditional and innovative inhibitors can be conducted to highlight the practical essence of the new elaboration. Therefore, this sphere requires more prescience attention from the scientists, especially to state the reliability and repeatability of gained results in different conditions.
Clark, AL, Kalra, PR, Mark, O., Petrie, M, Tomlinson. L., & Tomson, C. (2019). Change in renal function associated with drug treatment in heart failure: National guidance. Heart, 105(12), 904–910.
The diffusion of innovation is the process through which an innovation or a new idea is communicated by the use of specific channels over time among the members of the social system. The diffusion innovation model has been widely applied by health organizations to spread information concerning new programs, policies and practices to the target social systems. The paper examines the manner in which the principles of the diffusion innovation model can be involved in the campaign on STDs among the youth.
The Summary and Analysis of the Article’s Results
Rogers and Scott (1997) used the diffusion innovation framework to evaluate the effects of medical library outreach programs on the target audience consisting of the medical professional. Rogers and Scott (1997) found that diffusion of innovations is an efficient means by which new information spread among the target audience through the communication medium over time. Rogers and Scott (1997) put emphasis on the application of the internet as well as the new forms of communication technologies in the delivery of the library information resources. In their evaluation, Rogers and Scott (1997) found that targeting opinion leaders or early adopters within the social system remains significant for the later sustainability in reaching out for the critical mass. Essentially, from Rogers and Scott (1997) findings, it can be deduced that the application of the diffusion of innovation model requires extensive programs and effective strategies in order to reach a large number of people within the targeted social system.
How the Researchers Applied the Diffusion of Innovation Model
Even though the researchers emphasized on the applications of all the elements in the model, the focus was on the communication channels. The researchers applied the formative and summative evaluation methodologies to examine the information transmission based on the diffusion of innovation model.
The Principle of Innovation Model that is Critical in the Development of Public Health Campaign
One of the principles of diffusion of innovation model that is significant in the development of public health campaigns on STDs among the youth is the communication channel (Dearing, 2009). The communication channel provides the means through which the information is spread and shared among the youth. The reason why communication remains significant in this campaign is that it provides a process through which the targeted youths share the intended information concerning the STDs and reach a mutual understanding (Barker, 2004). Communication is also a critical tool that can be used to overcome the cultural and stigmatization barriers associated with STDs. For instance, through communicating innovative and captivating information, increased awareness of these barriers can be raised, while the youths can come to a common understanding of how to handle themselves despite the challenges.
In this campaign, both interpersonal and mass media communication will be utilized to create awareness of STDs among the youth. In particular, the mass media will be used to create awareness. For instance, the mass media, including the social media, can be applied to publicize the new trends and other factors related to STDs among the youth. In fact, O’Leary (2011) argued that the mass communication channels are effective in creating the knowledge of innovations. On the other hand, interpersonal channels will be utilized to change attitudes and influence the decisions to adopt new STDs prevention ideas. Particularly, the interpersonal communication will involve two-step model where the new ideas are communicated to the youths who are enlightened on all the issues of STDs. Such youths will form the opinion leaders from which the information is diffused to the rest of the targeted audience and have the capability of informally influencing the attitudes and behaviors of the individual youths.
Conclusion
The diffusion of innovation model provides the framework from which the public health campaign on STDs among the youth can be developed. Even though the other elements of the diffusion of innovation model will be incorporated in the development of the campaign strategies, communication channels remain to be a critical element.
References
Barker, K. (2004). Diffusion of innovations: A world tour. Journal of Communication, 9, 131-137.
Dearing, J. W. (2009). Applying diffusion of innovation theory to intervention development. Research on Social Work Practice, 19(5), 503-518.
O’Leary, K. (2011). Innovation by example. Nursing Standard, 25(37), 22-23.
Rogers, E. M., & Scott, K. L. (1997). The diffusion of innovations model and outreach from the National Network of Libraries of Medicine to Native American communities. Web.
The healthcare system is currently under significant strain due to the COVID 19 pandemic. The problems of supply and staff shortages in healthcare have existed before but have now worsened. In particular, the issue of shortage of medical supplies is noticeable in the outpatient surgical setting where I work. This problem is directly related to the existing principles of building supply chains in healthcare, which should be subject to change. In this situation, John’s Kotter steps in leading change can become a framework for bringing positive results.
The main advantage of this theory is the holistic approach to making changes. Most importantly, Kotter’s theory includes eight steps that are based on the formation and communication of a vision of the need for change (Beauvais & Spahn, 2018). Additionally, this theory is most useful, as it allows innovation to be introduced at a structural rather than purely organizational level. With regard to the described problem, this aspect is the most significant. Eight steps suggested by Kotter that could help in the successful implementation of changes are described below.
The first step is to create a sense of urgency for change. Kotter notes that it takes about 75% of supporters to successfully create a sense of urgency (Beauvais & Spahn, 2018, p. 255). This can be achieved through discussions with other nurses and providing information on how the shortage of supplies negatively affects the quality of care and patient outcomes.
Successful implementation of change requires building a coalition through the practice of effective leadership. On the issue, you need to work with representatives of other healthcare units and organizations to acquire more supporters. At this stage, it is important to find influential associates who could make the problem public.
At this stage, it is necessary to create a vision and a strategy corresponding to it. In particular, it is important to provide people not only with evidence of the existence of the problem and its consequences but also to indicate the overall goal of changes. Additionally, it is necessary to articulate how changes in supply chains, as well as a focus on planning and forecasting, can make a significant difference.
After that, it is important to communicate the vision, for which it is necessary to use every opportunity. Structural changes are needed in relation to the problem, which complicates the process of introducing changes. At this stage, it is critical to articulate the vision not only among colleagues but also in the medical community as a whole. This will help in expanding the publicity of the issue as well as acquiring supporters.
A key aspect for a leader is also to stimulate action and remove barriers to change. In particular, the aspirations of nurses and their active work to implement the strategy need to be supported and inspired. It is also important to identify those who oppose change and try to convince them of the need for it.
For effective implementation, it is also necessary to achieve short-term results, which will become an indicator of the possibility of change. As part of solving the problem, even expanding the publicity of its existence can be a victory. To successfully resolve an issue, it is important that organizations recognize the need for long-term supply planning.
After each small success within the strategy, it is important to evaluate the results and adjust the plan. It is critical for a leader to consider what opportunities for change in supply management are open and how they can be effectively used.
Finally, it is necessary to root the change in the organizational culture. With regard to the problem, this should be done at the structural level through maintaining publicity and active discussion of supply management change initiatives.
Reference
Beauvais, A. M., & Spahn, K. (2018). Innovation and change. In A. M. Beauvais (ed.), Leadership and management competence in nursing practice: Competencies, skills, decision-making (245-266). Springer Publishing Company.
Melanoma is generally recognized as one of the cancers that have an increasing cover percentage, though it is usually diagnosed at early stages. Recently, the ways of melanoma treatment for patients with metastatic disease were so limited that many patients were practically doomed. Fortunately, melanoma therapeutics have developed for the past decade because of the use of immune checkpoint inhibitors. Now, people with stages II and III may easily have a long period of remission. Therefore, modern options for melanoma treatment serve as a source of hope for numerous people.
Indeed, innovations in the sphere of melanoma treatment are connected with the use of checkpoint inhibitors and the so-called adjuvant therapy. According to recent research, “the use of anti–CTLA-4 and anti-PD1 immune checkpoint inhibitors and combination BRAF/MEK inhibitors for patients with BRAF V600 mutations has significantly extended survival and allowed some patients to remain in durable disease remission off therapy” (Poklepovic & Luke, 2019, p. 1166). This means that the so-called “low-risk” patients with stage IIA through IIC melanoma like Mr. B. from the question may have a long remission after receiving a special course.
Still, patients in remission should better keep healthy with adjuvant therapies. A decade ago, such kind of additional treatment was frequently considered of marginal effects for earlier stage melanoma because of interferon-α2b (IFN). It turned out that “the substantial associated toxicity of that interferon and other treatments, such as the anti-CTLA4 antibody ipilimumab” (Jenkins & Fisher, 2021, p. 27). Therefore, it used to be of little trust for many efficient doctors. Moreover, as far as stage II is concerned, the lower incidence of disease progression calls for unprecedented efficacy (Rozeman et al., 2018). However, with time, adjuvant therapies became recognized in the sphere of cancer treatment. The case of Mr. B may be the one where adjuvant therapy could have prevented the biopsy from coming back to stage II melanoma.