complete medication reconciliation upon admission to follow. We will be able run reports in EPIC and see if our standard work has been followed. To track improvement, we are working with the pharmacy to identify if we have had less errors and incorrect reconciliations with our safety event reporting system. We will know if we are effective if we can reach and sustain 80% of all medications being reconciled correctly, in adjunct with a 50% decrease in safety event reports for the fiscal year 2016. As far as introducing this change, I will be utilizing John Kotter’s theory. When I first went into management, I read the book “Our Iceberg is Melting: Changing and Succeeding Under Any Conditions” (Kotter, 2005), whose change the ory includes eight steps. I try to use this theory whenever implementing a large-scale change. For my project, I established a sense of urgency when we had a near miss medication event by a well-respected and thorough nurse on our unit. She wanted to share her experience and mistake with the staff in hopes to improve our practice. Her presentation brought up many opportunities of improvement for our unit. Staff expressed awareness of the issue and I was able to create a powerful coalition of staff nurses interested in improving this issue. We have been meeting regularly and developed a vision of what issues are occurring and what our future state should be. These members are my informal leaders and are responsible in assisting me with communicating this vision. As staff nurses and informal leaders, they are respected and trusted by their peers and I have full confidence in their ability to empower others in our shared vision. With this project, as well as other responsibilities
PROSPECTUS ELEMENTS 7 of a manager, I try to be aligned with transformational leadership and give power to our staff in order to empower them and engage them. Our project task force has been working with pharmacy and our electronic health record (EPIC) team in order to create short term wins for our larger issue. It is a slow process as the problem has many layers, and if we continue to celebrate the small wins then we will continue to keep our staff engaged. This is part of the Clinical Nurse Leader (CNL) American Association of Colleges of Nursing (AACN)’s competency to “demonstra te effective communication, collaboration, and interpersonal relationships with members of the care delivery team across the continuum of care” (AACN, 2013). With the project fully implemented, we will continue to review our progress in our daily huddles as part of the Plan-Do-Check-Act (PDCA) cycle and readjust as needed after the checking portion of the cycle. Once we have a revised, staff approved and tested standard work, we can use it seamlessly and it should not add time or tasks to the nurses’ work. Data Source/Literature Review The focus of my study has been unit assessment information and unit based, staff driven audits as well as a patient satisfaction story related to a medication error. It is appropriate for us to look into because we have a high frequency of medication reconciliations daily since we are a high volume outpatient unit.
Want to read all 27 pages?
Want to read all 27 pages?
- Spring '16
- Nursing, Microsystem, A Quantitative Evaluation of Medication Histories and Reconciliation