No weakness identified.Charting & DocumentationPatient/family have full access to the medical record/chart.Patient/family do not have access to chart. Care SupportFamily have open visiting hours; can participate in rounds and reports; find support, disclosure and apology with error/harm; can activate rapid responses; and receive an updated medication list at each visit. Family are not encouraged to stay during rescue responses.CarePatient/family are respected and heard; collaborate in goal setting; partner in pain management; and are involved in care management and transition of care. No weakness identified.Area of ImprovementBased upon the chart in the section above along with the Patient-Family-Centered Care (PFCC) Assessment Tool, several areas were identified as needing improvement. However, the area in which I would like to focus involves personnel, specifically related to the interview
Organizational Leadership 6process of new staff. If this domain were to be improved upon, it could potentially increase recruitment and retention rates while decreasing staff turnover. Improvement StrategyBy allowing patients and family to be more involved in the interview and hiring process, the facility can greatly improve their focus with patient-family-centered care. Encouraging and inviting former patients and family to actively participate with the selection of new staff would provide the facility with valuable insight into what they deem important and what qualities they want to see in the staff who provide high-quality patient-family-centered care. As a result of this inclusion, the patient and the family will not only feel more valued, but also more involved in thecommunity. In addition, the facility would highlight their continued commitment to patient-family-centered care. System or Change TheoryIn order to specifically address the identified weakness of not having any patient or family involvement in staff interviews, I would apply the Change Theory by Dr. John Kotter. Kotter’s Change Theory involves a precise eight-step process to help ensure the success of change within a healthcare facility. The first two steps involve creating a sense of urgency, followed by forming a powerful coalition. The identification of increased turnover rates will create a sense of urgency and a powerful coalition will be formed by involving nursing staff, human resources, and hospital leadership. The third and fourth steps of Kotter’s process are creating a vision of change, followed by communicating that vision to the organization. This is accomplished by forming a collaborative team of patient and family ambassadors that will be intentionally included during the interview process. This action will help to reduce the amount
Organizational Leadership 7of staff turnover while giving patients and family a sense of inclusion and responsibility. This vision along with the intended results will then be communicated to the executive leadership team, who will disseminate the knowledge to all staff.
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- Spring '16