Nursing Staff Development and Educational Programs, Capstone Project Example

Introduction to the Problem

Nurses who demonstrate the potential to lead within the practice setting require greater attention and focus regarding the tools and resources that are available to support training objectives. Nurses who develop into leaders are likely to have a greater influence on outcomes within the nursing unit. The problem involves the lack of training for nurses in regards to a new medication dispensation procedure, which has already created two instances where minor medication errors have occurred but did not pose any harm or threat to patients. This procedure requires nurses to be educated regarding the process, the steps that are required, and the changes that have occurred since the original procedure. If adequate and organized training is not conducted with nurses sooner rather than later, it is possible that there could be a risk to one or more patients. In order to avoid these circumstances, it is important to address the changes regarding the medication procedure so that all nurses are aware, to discuss the changes, and to be properly trained regarding the change in order to be successful and to minimize any possible risks for patients.

Investigation of the Issue

This problem was recently discovered because a new medication procedure was informally announced in that it would be taking place in the future without a definitive date. Approximately two weeks later, two separate nurses on different units made what they thought were correct medication decisions, but they turned out to be errors because the new procedure had been implemented without any type of warning or training. Under these circumstances, there was a clear lack of communication regarding the transition to the new procedure from those in charge of the unit, including the nurse manager. Unfortunately, this is not the first time that the nurse manager has made decisions that have been less than favorable for staff members, as she often possesses difficulties in communicating with others on the unit under specific conditions.

Evidence to Substantiate the Problem/Analysis of Current Situation

This is an issue that continues to expand in scope and significance throughout the practice environment, as nurses have shared experiences in private regarding their inability to communicate with the nurse manager from time to time, which has become increasingly frustrating to manage. Several incidents of miscommunication have already been reported in confidence that demonstrate a pattern of allowing staff nurses to take the blame for incidents that were the responsibility of the nurse manager, and her failure to address them led to complications for other employees.

Areas Contributing to the Problem

Currently, it is evident that the nurse manager is difficult to deal with and does not open herself up to her staff to address issues and challenges that they face. As a result, her closed-minded approach and unwillingness to share information has placed other nurses at risk of committing errors and experiencing other problems that could impact their work. The manager is exercising classic avoidance in order to ignore the issues as much as possible (Mahon & Nicotera, 2011).

Solution to the Problem

The proposed solution is to address the problem directly regarding the nurse manager with her supervisor and to bring in several different individuals, including those who committed the medical errors, to discuss the situation with the supervisor.

Justification of Proposed Solution

This type of solution is justified because efforts have already been made to address the problem directly with the nurse manager and she was less than receptive to the idea and did not want to discuss and issues involving her own behavior.

Resources to Implement Solution

Resources required for this solution include input from other nurses and open communication from all involved parties.

Cost Benefit Analysis

The costs of addressing the situation with the manager’s supervisor are high, but the benefits may be significant, particularly if the nurse manager is disciplined for her actions in the work environment or lack thereof.

Timeline for Implementation

The proposed discussion with the nurse supervisor will take place over the next week and a plan of action will be identified within the next three weeks.

Key Stakeholders to Implement Solution and their Appropriateness

Key stakeholders include staff nurses to share their experiences and the nursing supervisor in order to determine the most feasible course of action to take in this case.

Engagement and Work with Key Stakeholders

Key stakeholders should not be fearful of retaliation, as their actions make sense in addressing nursing deficiencies at the management level. Furthermore, the nurse manager’s behavior poses a significant ethical risk to the organization (Aitamaa et.al, 2010.

Implementation of Proposed Solution

The proposed solution requires the supervisor to take the issue seriously and to address it with the nurse manager in order to obtain both sides of the story.

Evaluation of Proposed Solution

This solution will be evaluated in how the nurse manager responds to her staff after her behave or is addressed and whether or not she is prepared to answer for her actions and attempt to make changes in her behavior.

Role of Scientist

As a scientist, the role is to determine how to minimize any possible risk to patients in the current setting and to minimize conflicts as best as possible (Yoder-Wise, 2013; Cowden et.al, 2011).

Role of Detective

As a detective, it is necessary to address issues related to what has already occurred and the accuracy of this information.

Role as Manager of the Healing Environment

It is the responsibility of the supervisor to address the situation and to aim to overcome any challenges that currently exist and to minimize negative behaviors.

References

Aitamaa, E., Leino-Kilpi, H., Puukka, P., & Suhonen, R. (2010). Ethical problems in nursing management: the role of codes of ethics. Nursing ethics, 17(4), 469-482.

Cowden, T., Cummings, G., & Profetto?Mcgrath, J. O. A. N. N. E. (2011). Leadership practices and staff nurses’ intent to stay: a systematic review. Journal of nursing management, 19(4), 461-477.

Mahon, M. M., & Nicotera, A. M. (2011). Nursing and conflict communication: avoidance as preferred strategy. Nursing administration quarterly, 35(2), 152-163.

Yoder-Wise, P. S. (Ed.). (2013). Leading and Managing in Nursing-Revised Reprint. Elsevier Health Sciences.