MHA-FP5014 Assessment 5 Context Nursing Essay MHA-FP5014 Assessment 5 Context Nursing Essay Change Leadership: Risk Management and Patient Safety Transforming from reactive to proactive mode requires health care executives to understand the competencies central to high-reliability organizational leadership. MHA-FP5014 Assessment 5 Context Nursing Essay. Youngberg (2011) outlines the relevant leadership competencies as: ? The ability to reinforce the systems and structure to promote safety based on evidence drawn from the science of safety. ? The ability to create a culture that develops and supports those who provide care and services to allow for greater capacity for teamwork, risk awareness, risk mitigation, and resiliency. ? The ability to focus and align resources to create and promote advancements in safety. ? The commitment to assure that evidence-based, patient-centered, and system-centered?work is done. ? The promise to all concerned that honest, ethical dialogue with patients is necessary?when breaches in safety occur. (p. 296). ORDER INSTRUCTIONS-COMPLIANT NURSING PAPERS Additionally, health care executives must understand the characteristics of high-reliability organizations and the associated risk management responsibilities. These characteristics include trust and transparency, reporting, flexibility in hierarchy, justice and accountability, engagement, and dedication to organizational learning (Youngberg, 2011).?MHA-FP5014 Assessment 5 Context Themes for Success in Leadership ? Shared sense of purpose. ? Authenticity. ? A hands-on approach. ? Data-driven, accountable, high standards. ? Focus on results. ? Clarity of expectations. ? A collaborative culture. ? Respect. ? Limited hierarchy. ? Open communication. ? Teamwork (Youngberg, 2011). The National Patient Safety Goals and Strategic Direction The National Patient Safety Goals and Strategic Direction outlined by the National Quality Forum (n.d.), CMS requirements (HHS, n.d.), and the Joint Commission (2017) standards make it clear that effective leaders must be transformational. The National Center for Healthcare Leadership (NCHL) Competencies for Healthcare Executives includes three domains: ? Quality. Risk Management, and Regulatory Compliance. It is appropriate to reflect upon how quality, risk, and regulatory compliance are affected, given the strategic direction from CMS and the NCHL competencies requisite for transformational leadership (HHS, n.d.; NCHL, n.d.). Assessment 5 Context MHA-FP5014 Assessment 5 Context Nursing Essay Personal Reflection You may wish to reflect upon your own leadership development plans, and assess high- impact competencies for implementation of the content and context of this course. It may be interesting to compare your ratings from before you began this course to your assessment of NCHL competencies, now that you have entered the final phase of the course. If you were to construct a balanced scorecard for your organization, which areas would your position effect? Take a step outside the mechanics of data analysis, strategic direction, and industry and consider your role as a future health care leader. Ethical Leadership Implicit within the NHCL competencies is the value of ethical leadership. The American College for Healthcare Executives code of ethics serves as a reminder that our actions should be patient- and community-focused (ACHE, n.d.). As a health care leader, you will be expected to own the vision and mission, support the strategic direction, and remain flexible while upholding your role as fiduciaries. Professional Communication Another aspect of leading within this dynamic industry is the need to practice professional communications. What are the most appropriate forms of communication to support your efforts? E-mail and social media communications are fraught with potential miscommunication and liability issues. It is important to explore issues associated with a professional communication. References American College of Healthcare Executives. (n.d.). ACHE code of ethics. Retrieved from http://www.ache.org/ABT_ACHE/code.cfm National Center for Healthcare Leadership. (n.d.). NCHL Health Leadership Competency Model. Retrieved from http://www.nchl.org/static.asp?path=2852,3238 National Quality Forum. (n.d.).?NQFs?mission and vision. Retrieved from http://www.qualityforum.org/About_NQF/Mission_and_Vision.aspx The Joint Commission. (2017). Facts about the national patient safety goals. Retrieved from http://www.jointcommission.org/facts_about_the_national_patient_safety_goals U.S. Department of Health & Human Services. (n.d.). Accountable care organizations. Retrieved from http://oig.hhs.gov/compliance/accountable-care-organizations/index.asp Youngberg, B. J. (2011). Principles of risk management and patient safety. Sudbury, MA: Jones and Bartlett. Change Leadership: Risk Management and Patient Safety Themes for Success in Leadership The National Patient Safety Goals and Strategic Direction Personal Reflection Ethical Leadership Professional Communication Overview Assessment 5-6.docx ? Overview Generate recommendations for process improvement and organizational fitness for a selected organization in the form of a 6? 8-page proposal that is targeted for its management team. Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in a sequence. Health care leaders function within a complex, high-risk environment where errors can lead to injury and death. The goal of any health care leader is to assess and manage risk, while concurrently promoting a culture of patient safety. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: ? Competency 1: Conduct an environmental assessment to identify quality- and risk-management priorities for a health care organization. MHA-FP5014 Assessment 5 Context Nursing Essay ? Analyze existing organizational structures, mission, and vision. ? Competency 3: Analyze the process and outcomes of?a care quality- or risk-management issue. ? Provide macro-level discussion on finances, internal processes, learning and growth, and also customer satisfaction. ? Competency 4: Analyze applicable legal and?ethical institution-based values?as they relate to quality assessment. ? Convey the organizations values through an ethical, organizational, and directional strategy to impact the needed changes for?quality improvement. ? Recommend evidence-based and best practices for monitoring and improving discussion. ? Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.?MHA-FP5014 Assessment 5 Context ? Communicate information and ideas accurately, including reference citations and correct grammar. Context ??Patient safety is the cornerstone of high-quality care. Youngberg (2011) addresses the need for leaders to create a systemic mindfulness of patient safety within the high-risk health care delivery environment. Further, the author discusses high-reliability organizations, which attain next to zero error rates, despite a great propensity for error or catastrophic events. Read further in the Assessment 5 Context?[PDF] (Attached) document, which contains important information on the following topics related to change leadership, risk management, and patient safety: ? Themes for Success in Leadership.?MHA-FP5014 Assessment 5 Context ? The?National Patient Safety Goals?and Strategic Direction. ? Personal Reflection. ? Ethical Leadership. ? Professional Communication. MHA-FP5014 Assessment 5 Context Nursing Essay Reference Youngberg, B. J. (2011).?Principles of risk management and patient safety.?Sudbury, MA: Jones and Bartlett. Questions to Consider As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as a part of your assessment. ? How does a health care leader establish a culture of patient safety? ? How are risks to patient safety assessed and managed in your current or future work setting? ? What are the other types of risks that are assessed and managed? ? What are the important factors that need to be?monitored in your selected work setting? ? How can you contribute to risk management and patient safety within your job? Imagine that you are the new CEO of your organization, and are charged with transforming the previous status quo to an efficient,?high-performing accountable?care organization. ? Which tools would you put to work in your new position? ? What types of individuals would be needed for your executive leadership team? ? What competencies might be important to the team members? ? What processes, structural models, or frameworks from this course might help you as a transformational leader? Resources Required Resources Balanced Scorecard The following resources are required to complete this?assessment. Preparation The goal of this assessment is to generate recommendations, in the form of a proposal for process improvement and organizational fitness. Make your recommendations for the organization you selected in Assessment 4 for the balanced scorecard presentation. Apply the concepts of balanced scorecards to create your recommendations. ORDER INSTRUCTIONS-COMPLIANT NURSING PAPERS Instructions In your proposal, use specific language and include evidence-based concepts from peer-reviewed literature, including a minimum of four outside peer-reviewed sources. Communicate information and ideas clearly, accurately, and concisely, including?reference citations?and using correct grammar. Include the following in your proposal: ? Describe the selected organization, including its vision and mission. ? Analyze the company using any adaptation of the Kaplan and Norton balanced scorecard framework that fits your selected organization. Refer to the materials in the Resources. ? Communicate vision, strategy, objectives, measures, targets, and initiatives for each of the following four elements through a macro-level discussion: MHA-FP5014 Assessment 5 Context Nursing Essay ? Financial performance measures. ? Internal business processes. ? Learning and growth. ? Customer satisfaction. ? Convey the organizations values through an ethical, organizational, and directional strategy. ? Recommend?evidence-based?and best practices for monitoring and improving discussions. ? Generate one recommendation for each of the following: ? Process improvements. ? Quality improvements. ? Organizational efficiency. ? Learning implementation. ? Implementation and evaluation. Additional Requirements ? Written communication: Written communication should be free from errors that detract from the overall message. ? APA formatting: Resources and citations should be formatted according to APA style and formatting guidelines. Use APA format for all of the following: ? Cover page. ? Abstract.?MHA-FP5014 Assessment 5 Context ? Table of contents, including a?list of figures and tables. ? Headings and subheadings. ? Reference list. MHA-FP5014 Assessment 5 Context Nursing Essay ? Number of resources: A minimum of 6 resources. The following Norton and Kaplan articles will serve as two resources. ? The Balanced Scorecard: Measures that?Drive Performance. ? Linking the Balanced Scorecard to Strategy. ? Length of paper: 6?8 typed double-spaced pages. ? Font and font size: Arial, 10-point. MHA-FP5014 Assessment 5 Context Nursing Essay Order Now

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Leadership: Risk Management and Patient Safety

Introduction

The leadership style that you use in your department can have a significant impact on patient safety and risk management. In this article, we will explore how well-organized leaders can help ensure the safety of patients and minimize liability for hospitals.

The Role of Leadership in Risk Management

The role of leadership in risk management, patient safety and quality improvement is critical to the success of any organization. In fact, it’s vital that leaders understand the importance of these three areas when it comes to managing business operations effectively.

The first step in ensuring that your organization is able to deliver on its goals is by developing an effective strategy for managing risks and improving patient safety. Leaders should consider how they can implement strategies that will help them achieve compliance with regulations such as those enforced by CMS (Centers for Medicare & Medicaid Services). This includes assessing whether or not there are internal controls in place at all levels within an organization so that all employees know what they need do if something goes wrong; or whether certain policies exist within one department alone but not others – this could mean changes need be made across multiple departments!

Leadership and management in healthcare generally

In healthcare, leadership and management are important for risk management and patient safety. The following sections describe the role of leadership in healthcare systems, organizations, and strategies for improving patient care.

• Healthcare leaders must be willing to take risks that protect their institution from bad outcomes. They also need to understand how their organization can improve its processes so that patients have better access to care (e.g., fewer delays in diagnosis or treatment).

• As with any other industry, there will always be room for improvement in how we manage risks across different parts of our system—from doctors’ offices through hospitals or clinics into home health services–and what we do about them when they occur so that this doesn’t happen again soon after or at all!

Leadership and management in risk management and patient safety

The term ‘leadership’ is used to describe an individual’s ability to influence others. Leadership is important in risk management and patient safety because it involves influencing individuals, groups and organisations. In order for leadership to be effective, it must be combined with other factors such as authority or power (which are often related), responsibility (involving fulfilment of obligations) and accountability (to ensure that people perform their role properly).

The most successful leaders will have a clear idea of what they want their team or organization to produce – whether that’s customer satisfaction or new products – but they’ll also adapt their style depending on the situation at hand: if someone wants feedback on their work then they’ll ask questions rather than just giving orders; if there’s an emergency situation then this may require rapid decision making instead of careful thought about possible outcomes; etcetera…

Leadership styles

Leadership styles are a way of describing the style of leadership. These styles are used in business and organizational settings, as well as in the military, education and law enforcement.

In authoritarian leadership (a.k.a., top-down), the leader makes all the decisions without any input from those below him or her. This type of leadership style can be effective when there is a clear vision for what needs to happen and someone who has experience executing tasks with precision and efficiency. However, if there is no clear vision or directions for action for your team members then it may not be wise to give them so much autonomy over their daily tasks such as organizing events or running meetings due to lack of focus on long term goals rather than short term successes only based on immediate results instead of having long term sustainable growth within an organization through continuous improvement processes which require patience from all involved parties involved along with clear expectations set forth by management staffs at each level throughout every aspect(s) within organizations including: finance/economics; marketing/sales; human resources management etcetera).

In democratic leadership style (i.)

Adapting your style to the situation

There are many ways to lead your team, but you can’t always use the same style. You need to know your team members and the situation, as well as what’s going on in order to adapt your leadership style. For example, if someone is having trouble communicating or being productive and you want them working on something different instead of what they were doing before, then you’ll need a different kind of leadership style than if there was no problem at all and everyone was productive all day long!

It’s also important that when leading others through difficult situations (like patient safety), it comes from an understanding of those involved—not just yourself. It’s easy for leaders who haven’t been part of any specific incidents themselves not realize how much more difficult those experiences must have been for those affected by them; however, this lack leads them into making assumptions about people rather than taking time out during meetings (or even after) where personal stories could be shared openly among colleagues about what happened so we can learn from each other’s experiences together instead being stuck inside ourselves worrying about things happening elsewhere without actually talking about them first hand.”

Authority, responsibility and accountability

Leadership is the ability to influence, motivate and inspire others. The three most important concepts in leadership are authority, responsibility and accountability. Authority refers to the power you have over other people; responsibility refers to your obligation to act on behalf of those who rely on your decisions; accountability means reporting back what has happened so that it can be fixed or avoided in future.

Authority comes from your position as a leader within an organization or team – for example as someone who has been promoted from within (or even if not promoted at all), having been given more responsibilities than others would be given if they were being considered for promotion at the same time as yourself. This can also be seen as having more authority than others because certain tasks need doing just because there aren’t enough people available within an organization’s structure who could do them effectively without making mistakes along with themselves during those tasks!

Effective leadership is important for risk management and patient safety.

Leadership cannot be separated from risk management and patient safety. Effective leadership is important for both.

The difference between leadership and management can be confusing, but it makes sense when you think about it in terms of behavioral change. Management refers to any person who has control over an organization or task force; they’re responsible for making decisions, assigning tasks, setting deadlines and budgets—basically everything that goes into running a business or other entity that requires great coordination among its members. Leadership is different because it involves leading others toward specific goals through their actions or behaviors (e.g., setting examples).

Leadership isn’t just one position on your team; it’s more like a set of skills that anyone can learn over time with practice (and sometimes even without). This means there isn’t one right way to lead or become a leader; instead there are many ways people might approach things differently depending on their personalities as well as personal experiences they’ve had before entering work environments where risk management plays such an important role in success outcomes.”

Conclusion

We hope we’ve provided you with enough information to help you understand the role of effective leadership in risk management and patient safety. We also believe that effective leadership is one of the most important factors in this area, so it’s worth focusing on developing your own leadership style as well as learning from other people who have done so before you. The best way to do this is by taking classes or workshops offered by healthcare organizations like ours—but don’t forget that there are always other ways to learn about this topic too!

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