Building a sustainable evidence-based practice (EBP) infrastructure during times of financial constraints poses challenges for nurse leaders. To be successful, plans need to be creative and adaptive, while mindful of limited resources. This commentary describes change management strategies used to implement an EBP infrastructure at a hospital after organizational restructuring occurred.
Best practice guidelines can support nurses in providing consistent, evidence-based quality care. This article describes the values and beliefs underlying a best practice guideline for client-centered care and the process used by the author to translate this guideline into reflective questions specific to Therapeutic Touch practice. Applying best practice guidelines in this way, to enhance reflection on a particular aspect of practice, can "bring them to life," facilitating implementation and allowing new possibilities to emerge for improving client care.
Convinced that Catholic organizations might have special strengths for succeeding in price-competitive markets, the Catholic Health Association, with the assistance of a national membership advisory committee and The Lewin Group, Fairfax, VA, studied six healthcare organizations that are successfully meeting the challenges of difficult environments. Based on more than 100 interviews and assessments of the environments in which these progressive mission-driven organizations operate, the researchers identified strategies that can assist other faith-based health organizations.
In 1988, with the publication of Catholic Health Ministry: A New Vision for a New Century, the Commission on Catholic Health Care Ministry called on the Church to redefine its healing mission in society. Unfortunately, despite various efforts, the Church has not yet fully articulated a shared vision of Catholic healthcare, healing, and support. Healing human brokenness has always been the Church's work in the world, whether the brokenness be physical, emotional, intellectual, moral, or spiritual.
After more than 20 years in health care, including at least a decade in leadership, this day was perhaps my darkest on the job. Since becoming chief operating officer of this Catholic hospital, I, with the help of my management team, had struggled to find answers to apparently overwhelming financial and operational challenges. I had been forced to make tough decisions in the pursuit of financial stability. In round-the-clock meetings, my team and I (with the assistance of a consulting firm whose specialty was turnarounds) had dissected every aspect of the operation.
Journal for Healthcare Quality: Official Publication of the National Association for Healthcare Quality
Sr. Mary Jean Ryan, Franciscan Sister of Mary, is president/chief executive officer of SSM Health Care (SSMHC), one of the largest Catholic healthcare systems in the United States, with 23,000 employees and 5,000 affiliated physicians serving in 21 hospitals and 3 nursing homes. This year SSMHC became the first healthcare recipient of the Malcolm Baldrige National Quality Award. During her 16-year tenure, Sr. Mary Jean has emphasized three key themes: preservation of the earth's resources, valuing ethnic and gender diversity, and commitment to continuous quality improvement (CQI).
A social network analysis of eighty-nine midlevel health care professionals showed that middle managers' strategic knowledge is positively associated with championing alternative ideas and synthesizing new information for upper management. In addition, the relationship between knowledge and middle management strategic activities in informal networks is moderated by the manager's social position.