Renewing the Nursing Culture: Sustaining the Professional Community of Practice Through the Role of the Preceptor.

Culture is the driving frame within which all human action takes form. This article explores the elements and characteristics of culture and applies them to the nursing professional community of practice. As it drills down to the work in the cultural context, it argues for the central role of the preceptor in evidencing the influence of culture.

A blueprint for nursing innovation centers.

Background: The interest in and demand for healthcare innovation has heightened amid the COVID-19 pandemic. Organizations are challenged to balance the goals of daily operations with innovation to stay relevant and compete in the marketplace. Innovation is critical for not only the success and sustainability of organizations, but the well-being of the faculty, staff, and clients they serve.

Addressing Falls Among Older Oncology Patients Through Complexity Science.

Traditional quality assurance processes provide significant opportunities for positive disruption. Doctor of Nursing Practice (DNP) students are well positioned to apply program learning to large-scale change in complex organizations. This article presents an innovative approach for creating a point-of-care interdisciplinary approach to address high fall risk frequencies in ambulatory oncology clinics using complexity leadership principles.

Quantum Caring Leadership: Integrating Quantum Leadership With Caring Science.

The authors of this article integrate two historically parallel yet disparate fields of nursing, caring science theory and nursing quantum leadership science. Through a nursing, discipline-specific unitary paradigm lens, intersecting principles of caring science and quantum leadership science are uncovered. The result is a model for unitary, discipline-specific, nursing healthcare leadership: Quantum Caring Healthcare Leadership.

Transitional Moments: Reflections on Fulfilling the Professional Role Across a Lifetime.

All leaders require a plan and a template for either transition from a career to another career or retirement. Part of this plan includes receiving transition information from others. Reflections about an individual's career, observations from a career, and insights about strategies to create a rich and robust transition experience are discussed in this article.

Leading DNP Professionals: Practice Competencies for Organizational Excellence and Advancement.

The doctorate in nursing practice (DNP) role is quickly emerging across the United States in numerous practice settings, especially in hospitals, outpatient services, and academic institutions. There is now a need for guidelines to evaluate the enactment of the standards used to create DNP education and practice, competencies expected in practice, and the outcomes and value created by this role. This article presents a DNP Performance Demonstration and Impact template created on the basis of the AACN (American Association of Colleges of Nursing), NONPF (National Organization of Nurse Practitioner Faculties), and AONE (American Organization of Nurse Executives) standards to assist leaders in evaluating DNP performance from a standards-driven perspective.

Leaving a lasting legacy.

Most nurses have an idea about what they want to do in their profession over the next few years. However, few nurses think about the professional legacy they want to leave behind.

Measurement of Nursing's Complex Health Care Work: Evolution of the Science For Determining the Required Staffing For Safe and Effective Patient Care.

The availability of technology to monitor and manage data increases our ability to better understand the processes and outcomes needed for patient care. It is important to remember this work requires not only the science of data management, but also the art of integrating the multiple variables involved in the dynamic of safe staffing. Fasoli and Haddock (2010) provided an excellent summary of the literature.

Changing tides: increasing evidence to embrace a patient classification system.

The effective use of a patient classification system (PCS) in a way that provides value to all health care organizations has yet to be realized given the challenging developmental pathway of these systems. As the science and technology of workforce management emerges along with evidence to support the relationships between nurse work and patient care needs, it is no longer appropriate to rely on systems that provide aggregated and minimal data to address the need for safer patient care and retention of nurses. Specificity about patient care needs in a valid and reliable PCS is essential on our pathway to improved resource utilization, improved decision making, integration of nurse cognitive and knowledge work, and management of variances from planned resource use.

Developing high-level change and innovation agents: competencies and challenges for executive leadership.

The work of health care reform and revolution requires leadership competencies that integrate the digital realities of time, space, and media. Leadership skills and behaviors of command, control, and directing from predigital times are no longer effective, given the impacts of the digital changes. Developing leadership competence in evidence-driven processes, facilitation, collaborative teamwork, and instilling a sense of urgency is the work of today's executive leaders.

Innovations in academic and practice partnerships: new collaborations within existing models.

New models in academic institutions that engage practice experts accelerate innovative thinking, productivity, and quality. A successful model in a southwest university college of nursing and health innovation is presented. In this article, the authors provide experiences specific to identifying needs, developing partnerships, integrating experts into the college, and challenges in sustaining partnerships and their potential for transforming the academic and service relationship in the age of reform.

Innovation: driving the green culture in healthcare.

Going green is more than a fad, and it is a mindset and a set of behaviors, knowledge, and dedication to sustainability of our environment and resources. The role of the leader now requires more than traditional strategies to strategically and swiftly move to a green reality. In this article, the involvement of individuals, the work of innovation, an infrastructure for significant cultural change, and new decision-making models are presented as necessary components for transforming organizational cultures.

Innovation leadership: new perspectives for new work.

The industrial age command and control leadership style and supporting infrastructure are ineffective in meeting the challenges of the increased availability and sharing of information, the media used for knowledge transfer, the changing range and types of relationships between individuals, and the time required to transfer and share information. What has not changed is the need for effective personal relationships in the evaluation and selection of new technologies; human to human sensitivity, acknowledgment, and respect for the patient care experience. As individuals embrace these new technologies, the essence of the innovation leader emerges to purposefully guide, assess, integrate, and synthesize technology into the human work of patient care.