5. Explain how people may react and respond to receiving constructive feedback Constructive feedback should include both positive feedback and opportunities for development. People my agree with what is being said, express a desire to improve, ask question, look for reassurance, be defensive, express anxiety over what is being said as a reaction and respond to feedback. 6. Explain the importance of seeking feedback to improve practice and inform development Seeking feedback is important to identify what is working well,
Human service workers need to be prepared for all situations, and have feedback on how well their programs are working. Typically, the next step in the program planning process is to evaluate the program. It is necessary to have a program evaluation because it brings the results to light. In order to meet the well defined goals and objectives of program planning, it is essential for human service programs to have feedback on the effectiveness of the services they are providing so they can continue to satisfy their consumers. Program evaluation is needed so workers can remove anything from their program that was not needed, or add more attention to another direction of the program.
We all have to start somewhere and it helps our confidence and practice if we are nurtured in our translation of new knowledge into practice. 2. Generates knowledge from clinical practice to improve practice and patient outcomes. As a new NP practices they will be continually learning and improving their practice. If they are learning, as time and experience build the NP will have improved patient outcomes.
Counselling/ counselling ideas may help to cope with the challenges of ‘change’ ‘The more I am willing to be myself in all this complexity of life […] the more I am willing to understand and accept the realities in myself and in the other person […]” Rogers (1961). In order to tackle changes in a client’s life, it is important for the counsellor themselves to be self-aware and have an understanding of others’ values, beliefs and attitudes although they may conflict with their own. The counsellor is there to help the client adapt to these changes, helping clients to push out old information and take in new- this however is also an aspect of change which the counsellor has to help the client pursue whilst keeping ethical and professional boundaries. Changes are accompanied by strong emotions, both negative and positive and counselling is able to support the transition from one state to another. When looking at coping with change it is not possible to ignore some of the events which change our development, life events which cause significant change are called transitions (Jeffery, J in Aldridge, S & Rigby, S 2004).
This study has found leadership, communication and participation as three essential elements to managing resistance to change programs. All stakeholders such as leaders, suppliers and customers need to be involved for change initiative success. Transformational leadership creates important changes through inspiration to improve individual and group performance, therefore critical to effective organisational change. Transformational leaders that display emotional intelligence can expect a follower’s agreement and greater accomplishment compared to other leadership styles. A real life example of successful transformational leadership is included.
Leaders focus on a mission, do the right thing, have a vision for the future, and develop an arsenal of strategies to bring about change (Grimm, 2010). “Leaders must be able to mobilize people and resources to accomplish their vision of change.3 In addition, a leader must be deft at seizing opportunities, have integrity, and be accountable. Having a sense of humor is essential for easing tension and maintaining balance” (Grimm, 2010, p.
The staff will be given information Re: training sessions and the plan to ensure staff are aware and prepared for the changes to come. Having leadership established in the initialization of the change will provide support for the desired transformation. The final phase is refreezing. The affected staff will have many opportunities for their own input about the application’s performance and if they attained adequate preparation to achieve the execution phase of eMAR. Refreezing is the process of including new policies and procedures to develop into a component of the agenda of the organization.
The Emergency Department consists of a 14+ pediatric department, a 29+ bed adult pod, four trauma bays and a locked emergency mental health department. There are right around 130 nurses in this department working a variety of shifts. The emergency department is approximately the size of 2 football fields. The facility is a designated cardiac catheter center, stroke center, and trauma center. The staff care for patients of every age with complaints ranging from a laceration to an amputation and everything in between.
A dedicated lift team assists nurses and other staff when they cannot safely move patients. Since the initiative was launched in 2002, lift related injuries have fallen 60 percent. The team consists of 12 specially trained personnel who are available 21.5 hours per day, seven days a week. When a nurse needs assistance, he or she pages the team. Response time is about 15 minutes and the team averages about 100 calls per day.
The study was planned and carried out as a descriptive and cross-sectional study. There 600 experienced and 87 newly graduated nurses in a military hospital. The researchers used a data collection form to report characteristics and their views on the causes and reporting of medication errors. They applied this existing theory to this new situation in order to determine generalizability to different subjects, age groups, races, locations, cultures or any such variables. The researchers obtained a written approval from the ethical committee of the military education and research hospital and got approval from the nursing department as well.