Discussion: Review of Current Healthcare Issues

Instructions:

Respon

d

to

your

colleague who

chose a different national healthcare issue/stressor than you

selected. Explain how their chosen national healthcare issue/stressor may also impact your work

setting and what (if anything) is being done to addre

ss the national healthcare issue/stressor

.

**

minimum of three

(3)

scholarly references are require

d

for each reply

cited

within the body of

the reply

& at the end

**

Reply

#

1

Alexandra

Davila

“Nurses are at the forefront of our health care delivery system and have been reported to exhibit a high level of burnout.”

(Munnangi

et al., 2018) I started my nursing career in a Trauma Level 1 Hospital, where I worked for seven years. I remember the day

s when we

were short

-

staffed caring for very high acuity patients. We had to work 8

-

16

-

hour rotating shifts five days a week.

As the only

trauma hospital on the island and in the Caribbean, it suffered from a massive staff shortage and high patient volum

e, pushing the new

nurses to train in a short period or without a good training program. That led to medical errors, poor patient satisfaction,

and patient

complications, setting the new nurses up for failure. Moreover, they did not receive any feedback ab

out their performance unless

something went wrong. I could see many of my coworkers, including myself, get stressed out about working with high acuity pat

ient

without all the tools that we needed to do our job correctly, coupled with staff shortage and the

frustration of being unable to provide

excellent patient care or even lacking time to have a conversation with a patient due to the heavy workload.

After moving to Florida, I joined an Emergency Department within a large hospital system. The hospital admi

nistration made a

commitment in words and actions to support the efforts of their staff and provide for employee emotional health and welfare.

As

Broome and Marshall state in our core class text, as nursing leaders, we are “called to enhance effectiveness

and develop a work

culture to support the functioning of all members of the organization,” which is what my organization leadership was striving

to

achieve (Marshall & Broome, 2017, p. 35). The hospital system implemented a program called “Creation Health,

” which focused on

teaching staff and patients how to eat healthily, exercise, manage time, maintain a good work/life balance, practice mindfuln

ess, and

maintain healthy interpersonal relationships inside and outside work. (Advent Health, n.d.)

Additionall

y, leaders met with staff one

-

on

-

one monthly, checking on staff welfare, job satisfaction, resource allocation to perform job

duties properly, and identifying staff members for recognition. Following those meetings, leadership would convene for a summ

ary

m

eeting to determine whether specific common themes or issues have been identified to track trends in job performance and

organizational shortfalls. The organization would also track staff training and identify training needs as they arose, provid

ing adequa

te

training resources. I noted substantial differences in employee morale, long

-

term professional outlook, job satisfaction, and respective

on

-

the

-

job performance between the two places of employment. Improved healthcare staff well

-

being is not only one of

the elements

of the IHI Quadruple Aim. It is also a key element of preventing staff burnout, frequent staff turnover, and high staff train

ing and

retention costs. (Bodenheimer & Sinsky, 2014).

References:

Advent Health. (n.d.).

CREATIONLife

. Employeehea

lthandwell

-

Being.com. Retrieved May 31, 2021, from

https://employeehealthandwell

-

being.com/about

Bodenheimer, T., & Sinsky, C. (2014). From Triple to Quadruple Aim: Care of the Patient Requires Care of the Provider.

The Annals

of Family Medicine

,

12

(6), 57

3

–

576. https://doi.org/10.1370/afm.1713

Marshall, E. S., & Broome, M. (2017).

Transformational leadership in nursing: from expert clinician to influential leader

(p.

35). Springer Publishing Company, Llc.

Munnangi, S., Dupiton, L., Boutin, A., & Angus, L.

D. G. (2018). Burnout, Perceived Stress, and Job Satisfaction Among Trauma

Nurses at a Level I Safety

-

Net Trauma Center.

Journal of Trauma Nursing

,

25

(1), 4

–

13.

https://doi.org/10.1097/jtn.0000000000000335

Instructions:

Respond to your colleague who chose a different national healthcare issue/stressor than you

selected. Explain how their chosen national healthcare issue/stressor may also impact your work

setting and what (if anything) is being done to address the national healthcare issue/stressor.

**minimum of three (3) scholarly references are required for each reply cited

within the body of the reply & at the end**

Reply # 1

Alexandra Davila

“Nurses are at the forefront of our health care delivery system and have been reported to exhibit a high level of burnout.” (Munnangi

et al., 2018) I started my nursing career in a Trauma Level 1 Hospital, where I worked for seven years. I remember the days when we

were short-staffed caring for very high acuity patients. We had to work 8- 16-hour rotating shifts five days a week. As the only

trauma hospital on the island and in the Caribbean, it suffered from a massive staff shortage and high patient volume, pushing the new

nurses to train in a short period or without a good training program. That led to medical errors, poor patient satisfaction, and patient

complications, setting the new nurses up for failure. Moreover, they did not receive any feedback about their performance unless

something went wrong. I could see many of my coworkers, including myself, get stressed out about working with high acuity patient

without all the tools that we needed to do our job correctly, coupled with staff shortage and the frustration of being unable to provide

excellent patient care or even lacking time to have a conversation with a patient due to the heavy workload.

After moving to Florida, I joined an Emergency Department within a large hospital system. The hospital administration made a

commitment in words and actions to support the efforts of their staff and provide for employee emotional health and welfare. As

Broome and Marshall state in our core class text, as nursing leaders, we are “called to enhance effectiveness and develop a work

culture to support the functioning of all members of the organization,” which is what my organization leadership was striving to

achieve (Marshall & Broome, 2017, p. 35). The hospital system implemented a program called “Creation Health,” which focused on

teaching staff and patients how to eat healthily, exercise, manage time, maintain a good work/life balance, practice mindfulness, and

maintain healthy interpersonal relationships inside and outside work. (Advent Health, n.d.)

Additionally, leaders met with staff one-on-one monthly, checking on staff welfare, job satisfaction, resource allocation to perform job

duties properly, and identifying staff members for recognition. Following those meetings, leadership would convene for a summary

meeting to determine whether specific common themes or issues have been identified to track trends in job performance and

organizational shortfalls. The organization would also track staff training and identify training needs as they arose, providing adequate

training resources. I noted substantial differences in employee morale, long-term professional outlook, job satisfaction, and respective

on-the-job performance between the two places of employment. Improved healthcare staff well-being is not only one of the elements

of the IHI Quadruple Aim. It is also a key element of preventing staff burnout, frequent staff turnover, and high staff training and

retention costs. (Bodenheimer & Sinsky, 2014).

References:

Advent Health. (n.d.). CREATIONLife. Employeehealthandwell-Being.com. Retrieved May 31, 2021, from

https://employeehealthandwell-being.com/about

Bodenheimer, T., & Sinsky, C. (2014). From Triple to Quadruple Aim: Care of the Patient Requires Care of the Provider. The Annals

of Family Medicine, 12(6), 573–576. https://doi.org/10.1370/afm.1713

Marshall, E. S., & Broome, M. (2017). Transformational leadership in nursing: from expert clinician to influential leader (p.

35). Springer Publishing Company, Llc.

Munnangi, S., Dupiton, L., Boutin, A., & Angus, L. D. G. (2018). Burnout, Perceived Stress, and Job Satisfaction Among Trauma

Nurses at a Level I Safety-Net Trauma Center. Journal of Trauma Nursing, 25(1), 4–13.

https://doi.org/10.1097/jtn.0000000000000335