Strategic Nursing Mobilization Plan

Strategic Nursing Mobilization Plan

(Strategic Nursing Mobilization Plan)

Question description

Create an 8–10-slide mobilization plan PowerPoint presentation.

OVERVIEW

Create an 8–10-slide mobilization plan PowerPoint presentation (with detailed speaker’s notes) for a mobilization plan by your health care organization to commit 20 nurses to participate in a 4-month-long multinational effort to treat patients exposed to a highly contagious virus in a hot zone in Africa.

Nursing leaders must incorporate approaches that are inclusive and respectful of all stakeholders in the health care workforce, patient population, and the larger community that is served by the organization. Communication among members of teams, between departments and service lines, within large networks, with strategic business partners, and with patients, families, or support persons requires awareness of various facets of effective communication and cultural competence. A mobilization plan for an international medical mission requires careful planning of organizational structure roles, power distribution, and team member empowerment.

(Strategic Nursing Mobilization Plan)

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

• Competency 1: Identify nursing leadership priorities using a systems perspective.
  • Identify the major stakeholders within the health care system that would be affected by the mobilization plan.
• Competency 2: Apply systems theory and systems thinking to facilitate health care delivery and patient outcomes.
  • Apply systems thinking to determine the impact of the mobilization effort on hospital staffing and care patterns.
  • Identify key actions needed to assure quality of care and safety for mission patients and personnel.
• Competency 3: Analyze the role of multiculturalism and diversity in organizational and systems structure and leadership.
  • Examine potential multicultural and diversity issues that mission personnel may encounter.
• Competency 4: Evaluate how power relates to health care organizational structure, behavior, and leadership.
  • Describe the medical mission team’s organizational structure and how power is distributed.
  • Assess how the organizational structure empowers team members.
  • Evaluate potential power issues that may arise when dealing with a multinational contingent.
• Competency 5: Communicate in a manner that is consistent with the expectations of a nursing professional.
  • Write content clearly and logically, with correct use of grammar, punctuation, and mechanics.
  • Correctly format citations and references using current APA style.

  CONTEXTPOWERLeadership is often referred to as a power relationship and to be in a leadership role is to have some degree of power (Grossman & Valiga, 2013). The power that comes as a natural part of being a leader can be used most effectively not by control; but by influencing the direction of a group and the accomplishment of a vision. Power does not come just from having a position of authority; but also from having self-confidence, knowledge, a sense of purpose, and commitment to an ideal. Good communication skills, flexibility, a willingness to collaborate with others, as well as being open to other ideas and risks are sources of power. Leaders empower others by sharing the vision and inspiring commitment to a project or mission.

  Reference

  Grossman, S. C. & Valiga, T. M. (2013). New leadership challenge: Creating the future of nursing (4th ed.). Philadelphia, PA: F. A. Davis.

SUGGESTED RESOURCES

The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

Capella Multimedia

Click the links provided below to view the following multimedia pieces:

Power

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1. POWER(Strategic Nursing Mobilization Plan)

Dr. Abrams:
To continue our discussion on being persuasive and powerful and influential in your negotiations, let us talk a little about power. Most people have a negative reaction to power, but I want you to think of power as something neutral. That power is not good or bad. Power exists in all people, all organizations, all environments, how power is used and to what ends affect whether it is good or bad.

The researchers, French and Raven, did a study on power, and came up with six different kinds. One is expert power, that we grant people power because they are experts in the field. Also gives them a lot of logic and a lot of credibility.

Legitimate power is the kind of power that we grant people based on their title or their role.

Referent power is the power we give to people because we have a lot of respect for them, and we want to be like them, in a role model kind of situation.

Information, we give people power, because they have information that we want. One of the great killers of an organization is withholding information. Powerful people actually share information.

The other one is called punishment power/reward power. Well, we grant people power if they have the ability to punish us and/or the ability to reward us. For example, your boss, your professor, your parents. Individual resources and abilities impact power exercised by a person in a negotiation situation.

Individual differences and ability, political skills, and a willingness to use those skills and abilities within the organization are really important on how you define your BATNA, how you make a decision, and your walkaway point.

I think though, handling power in an organization is a skill. Part of learning to manage is learning to manage power.

Gaining power internally brings you a sense of self, which is different from power externally. So you want power in your organization, because of who you are, and people believe that organizations are rational. However, they are not.

One of the ways to understand organizations is to look at organizations as political, not rational, and that politics impact the organization internally and externally.

The equation goes like this, politics equals influence and equals power. I want you to think about who you grant power to in your organization and why, and who you grant power to in a negotiation setting and why.

2. FIVE REASONS ORGANIZATIONS BEHAVE AS POLITICAL INSTITUTIONS

Dr. Abrams:(Strategic Nursing Mobilization Plan)
I have five reasons that organizations behave as political institutions. I will just state them clearly and then you can let me know what you think. First thing is that humans have values. Our actions reflect our priorities and our priorities are reflections of our values.

So if you want to persuade me to do something in a negotiation, you are going to have to figure out what it is that I value.

Organizational effectiveness is a value. The issue or the criteria used to measure effectiveness is a value choice. So for some people it is bottom line, for other people, no one got fired today, other settings, no one got killed today. So I want you to think about how you define organizational effectiveness and how the people at the table will be defining organizational effectiveness.

Third one is, there is always competition for scarce resources. There is never ever enough internal resources and external resources, and the question is, who is going to get them and why? If you make your argument based on a value system of the organization and the person, you are more likely to get the resources you need.

Information is seldom complete. We never have enough information to make a decision. We fill in those gaps with our judgment. Judgments are based on experience and your value system, and your value system affects how you see things. So it is a good idea to find out somebody’s interest over position for the negotiation.

The last one is that we have a tremendous dependency on others in our organization, and we need to be persuasive, we need to be influential to get those people to come to the table. We are dependent on them, you have no control over them.

So to sum all this up, it is not a solution, it is a suggestion, is the idea of law reciprocity. You take care of people, they will take care of you. Sometimes you honestly compromise and then they will compromise. If you scratch my back, I will scratch yours. It is a really important concept.

Another one is currency. Find out what people’s currencies are. Find out what their values are and how you can attribute to those and create networks, so you could build coalitions and figure out how to make the best possible argument to fit your needs.

ASSESSMENT INSTRUCTIONS

PREPARATION

Use the Capella library and the Internet to help you complete this assessment. For help using PowerPoint, refer to the Microsoft Tutorials and other resources located in the Suggested Resources and left navigation menu of the courseroom.

This assessment is based upon the scenario below. The scenario is very limited in detail; where more detail is needed, incorporate any assumptions you make to flesh out the scenario. It is intended to assess your ability to communicate your approach to a challenge by evaluating issues of organization, leadership, safety, quality improvement, multiculturalism and diversity.

Your approach should be very conceptual and high-level.

Scenario
Your health care organization has recently committed 20 nurses to participate in a 4-month-long multinational effort to treat patients exposed to a highly contagious virus in a “hot zone” in Africa. The director of your organization has asked you, because of your previous medical mission experience, to outline nursing-related plans for preparing for the mobilization and present this information at an upcoming staff meeting.

DELIVERABLE: MOBILIZATION PLAN POWERPOINT PRESENTATION

Create an 8–10-slide PowerPoint presentation (with detailed speaker’s notes) of your mobilization plan. It should be targeted toward members of the hospital’s administrative staff, nurses, and the physicians who will also participate in this medical mission.

• Use bullet points and phrases on the slides.
• The narrative, or explanation for each slide, should be in the speaker’s notes section.

The mobilization plan should address the following:

• Identify the major stakeholders within the health care system that would be affected by the mobilization plan.
• Analyze how the mobilization effort will impact staffing patterns and nursing care at the hospital.
• Describe the medical mission team’s organizational structure of the mission team and how power is distributed.
  • Include one slide of an organizational diagram for the mission.
    • Describe the roles (in the speaker’s notes).
• Assess how the organizational structure empowers team members.
  • Provide 1–2 examples of how team members will have power.
• Identify key actions needed to assure quality of care and safety for mission patients and personnel.
• Evaluate potential power issues that may arise when dealing with a multinational contingent.
  • (Be generic; that is, do not address individual nationalities, races, et cetera.)
  • Consider interactions with health care personnel from other countries.
• Examine potential multicultural and diversity issues that mission personnel may encounter.
  • Consider that the indigenous population may be hostile to treatment.
  • Outline possible training requirements to improve cultural competencies of the personnel.

ADDITIONAL REQUIREMENTS(Strategic Nursing Mobilization Plan)

• Written communication: Written communication should be free of errors that detract from the overall message.
• APA formatting: Resources and in-text citations should be formatted according to current APA style and formatting.
• Length: Presentation should be 8–10 slides. Include speaker’s notes on each content slide.
• References: Include a minimum of three peer-reviewed resources on the final slide (in APA format).
• General formatting: Choose an appropriate theme if using a template.

Print(Strategic Nursing Mobilization Plan)

Mobilization Plan Scoring Guide

CRITERIA	NON-PERFORMANCE	BASIC	PROFICIENT	DISTINGUISHED
Identify the major stakeholders within the health care system that would be affected by the mobilization plan.	Does not identify the major stakeholders within the health care system that would be affected by the mobilization plan.	Identifies some, but not all of the major stakeholders within the health care system that would be affected by the mobilization plan.	Identifies the major stakeholders within the health care system that would be affected by the mobilization plan.	Identifies the major stakeholders within the health care system that would be affected by the mobilization plan, and evaluates the suitability of an organization for a medical mission.
Apply systems thinking to determine the impact of the mobilization effort on hospital staffing and care patterns.	Does not apply systems thinking to determine the impact of the mobilization effort on hospital staffing and care patterns.	Identifies staffing and care patterns at the hospital, but does not use systems thinking to examine the impact of the mobilization effort on staffing and patient care.	Applies systems thinking to determine the impact of the mobilization effort on hospital staffing and care patterns.	Applies systems thinking to determine the impact of the mobilization effort on hospital staffing and care patterns, and offers specific strategies to maximize staffing and maintain a high level of patient care.
Describe the medical mission team’s organizational structure and how power is distributed.	Does not describe the medical mission team’s organizational structure and how power is distributed.	Describes the medical mission team’s organizational structure but not how power is distributed.	Describes the medical mission team’s organizational structure and how power is distributed.	Describes the medical mission team’s organizational structure and how power is distributed; the structure is designed so that power is equal among mission team members.
Assess how the organizational structure empowers team members.	Does not assess how the organizational structure empowers team members.	Describes how the medical mission team’s organizational structure operates, but does not address how it empowers the team members.	Assesses how the organizational structure empowers team members.	Assesses how the organizational structure empowers team members, and provides examples of how all team members are empowered to make decisions within the context of their expertise.
Identify key actions needed to assure quality of care and safety for mission patients and personnel.	Does not identify key actions needed to assure quality of care and safety for mission patients and personnel.	Identifies key actions to assure quality of care and safety for patients, but does not address safety for mission personnel.	Identifies key actions needed to assure quality of care and safety for mission patients and personnel.	Identifies key actions needed to assure quality of care and safety for mission patients and personnel, and organizes the actions by critical level.
Examine potential multicultural and diversity issues that mission personnel may encounter.	Does not examine potential multicultural and diversity issues that the mission may encounter.	Misidentifies or omits key multicultural and diversity issues that the mission may encounter.	Examines potential multicultural and diversity issues that the mission may encounter.	Examines potential multicultural and diversity issues that the mission may encounter, and proposes solutions or actions to address each issue.
Evaluate potential power issues that may arise when dealing with a multinational contingent.	Does not evaluate potential power issues that may arise when dealing with a multinational contingent.	Identifies some power issues that may arise during the mission, but does not specifically refer to a multinational contingent.	Evaluates potential power issues that may arise when dealing with a multinational contingent.	Evaluates potential power issues that may arise when dealing with a multinational contingent, and identifies the top priorities and suggests a strategy.
Write content clearly and logically, with correct use of grammar, punctuation, and mechanics.	Does not write content clearly and logically, and there are errors in grammar, punctuation, and mechanics.	Writes with errors in clarity, logic, grammar, punctuation, or mechanics.	Writes content clearly and logically, with correct use of grammar, punctuation, and mechanics.	Writes clearly and logically, with correct use spelling, grammar, punctuation, and mechanics, and uses relevant evidence to support a central idea.
Correctly format citations and references using current APA style.	Does not correctly format citations and references using current APA style.	Uses current APA to format citations and references but with numerous errors.	Correctly formats citations and references using current APA style with a few errors.	Correctly formats citations and references with no errors.

 

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