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8/9/2019 It Takes a Healthcare Village Part 2
http://slidepdf.com/reader/full/it-takes-a-healthcare-village-part-2 1/13
Running Head: HEALTHCARE VILLAGE 1
It Takes a Healthcare Village: Part 2
Nicole Cory
Ferris State University
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HEALTHCARE VILLAGE 2
Abstract
This paper is a summary of an interview with Ruth Sommerfeldt, Director of Emergency
Services at Memorial Medical Center of West Michigan. The topics of discussion were the
manager¶s ability to deal with these issues: cultural diversity, power, influence, research, legal
issues, ethical issues, decision making, and the resolution of conflict. Ruth Sommerfeldt, RN is a
democratic leader with a philosophy of ³people first´. She fell into the role of manager when her
own manager left the position. Ruth feels power is not something she ever sought, and has never
abused the power she holds as manager. She believes in collaboration with the staff and building
a team from within. Ruth reads many research studies for her job as it is her duty to evaluate and
institute evidence based practice policies for the unit.
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It Takes a Healthcare Village: Part 2
Ruth Sommerfeldt, RN is the Director of Nursing Services at Memorial Medical Center
of West Michigan in Ludington, Michigan. Her career began in 1980 when she graduated as an
LPN from a nearby community college. After graduation, Ruth was hired to work on the medical
surgical floor and worked there for one and a half years. By the end of her time working on the
medical-surgical unit she had been trained to work in the pediatrics, orthopedics, nursery, post-
partum, and psychiatric areas. One night while she was working, the emergency department
called to see if anyone could be spared to help them as they were very busy. Ruth volunteered to
help out, and that is when her love for emergency nursing began.
Ruth went on to graduate from an ADN program in 1984. She worked in the emergency
department as a staff nurse for fifteen years until her boss left. During this time Ruth took a
number of EMT courses and fulfilled the role of charge nurse for several years.
When her own boss left, Ruth was asked to fill in as an interim manager until a
replacement could be hired. She was asked to take the job permanently but was hesitant due to
her love for patient care. Eventually Ruth agreed to take the job and she has been in this role
since.
Cultural Diversity
Memorial Medical Center is not a very culturally diverse facility. The population of the
service area is 94% Caucasian (City-Data, 2008). The diversity that Ruth states she most has to
deal with in her role is in the age differences of the staff (Sommerfeldt, 2009). ³There is a great
difference in the practices, values, and ideals of the staff who are 60 and those who are in their
early 20s´ (Sommerfeldt, 2009).
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The average age of RNs in the United States has increased substantially from 37.4 years
in 1983, to 41.9 years in 1996 and 44.5 years in 2000 (Letvak, 2002). The percentage of working
women ages 55 to 64 has increased from 30% to 56.8% during the same period (Letvak, 2002).
An initial step for managers and nurses is to acknowledge ageism in our society and reflect on
their own views about aging and older nurses (Letvak, 2002). Managers can take steps to combat
ageism in their workplace by staying informed of facts about older workers and examining their
attitudes and actions to eliminate those that express ageism. It is advised to refrain from telling or
laughing at ageist jokes or using ageist language. Nurses are encouraged to write letters to editors
when ageism is noted in newspapers and journals. Another way to combat ageism is by
conducting research on the positive aspects of aging (Letvak, 2002).
A recent study described benefits from multigenerational workforces, but it was also
found that younger workers were more sensitive to generational issues and were more likely to
feel they weren¶t taken seriously by older coworkers (Northam, 2009). When multigenerational
workers come together on a nursing unit an environment of disrespect and incivility may exist
(Ellis and Hartley, 2009, p. 338). The best way to address multigenerational conflicts have been
through coaching and mentoring staff to teach communication techniques in which each party
states honestly how they feel, what they value, and agree to try to understand one another (Ellis
and Hartley, 2009).
It is important to be aware of cultural differences in the health care field. As a nurse
manager one must consider these differences and foster a culturally appropriate attitude among
staff. The use of appropriate language, assisting in the comprehension of different health beliefs,
and incorporating cultural differences in care planning are all techniques used to provide
culturally appropriate care (Ellis and Hartley, 2009).
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Legal or Ethical Issues
Ethics ³deals with concerns about right and wrong or good and evil´ (Ellis and Hartley,
2009). The ANA provides a Nursing Code of Ethics for nurses to consider. It is advised that
nurses should ³become aware of our own attitudes, beliefs, and values so that we might provide
the best possible care to our clients, free of personal biases and prejudices (Ellis and Hartley,
2009). The nursing code of ethics touches on several ethical aspects of nursing care including
participation in the advancement of the profession, collaboration with other healthcare
professionals, and maintenance of the integrity of the profession (Lachman, 2009).
The Director of Emergency Services position requires more time in the courtroom than
anyone else in the department (Sommerfeldt, 2009). Ruth states that she has been a witness in a
number of legal cases that went to court and were subsequently won (Sommerfeldt, 2009).
According to Ellis and Hartley (2009), legal issues affect the activities of nurses now more than
ever.
Nursing is considered one of the most moral occupations. As a nurse manager, it is
important to uphold the ³legal and ethical standards of care defined by the profession´ (Ellis and
Hartley, 2009). In an interview with Ruth Sommerfeldt, she recalled a situation in which a nurse
was upset regarding the manner in which a physician spoke to a patient (Sommerfeldt, 2009).
The nurse felt that her integrity as well as the patient¶s integrity had been violated, and the issue
was reported to the Vice President of Nursing Services and the necessary disciplinary action was
taken (Sommerfeldt, 2009). She stated that she felt a great deal of respect for this nurse who felt
so strongly about the veracity of the physician to the patient (Sommerfeldt, 2009).
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Power and Influence
The issues of power and influence were discussed in the interview. Mrs. Sommerfeldt
denies the desire to hold or use power. ³There are people who take a position due to their need to
hold power over others´ (Sommerfeldt, 2009). ³I want power from the people´ she stated. Ruth
took this leadership position and told the staff ³my responsibility is to see that you have what
you need´ (Sommerfeldt, 2009). She told her staff ³consider me teacher, coach, not just a boss´
(Sommerfeldt, 2009). Ruth believes in building a team from within, not from above, and she
considers herself more of a servant leader (Sommerfeldt, 2009).
Considering these statements, it is easy to see that Ruth¶s leadership style is democratic.
This style of leadership allows leaders to see themselves as coworkers, rather than superior, and
stresses the importance of communication, consensus, and teamwork (Ellis and Hartley, 2009).
This type of leader motivates the employee by involving them in the decision making process
(Ellis and Hartley, 2009). Employees who are involved are more likely to be supportive of the
process or the decision being made (Ellis and Hartley, 2009).
The type of leader on a nursing floor can affect the morale among the nurses, nurse
retention, and overall quality of care. Studies have shown nurses to be more likely to remain
employed at a facility where they feel valued and respected. If a nurse manager leads in a manner
that fosters collaboration and values the input of his or her staff, those staff members will have
increased job satisfaction. Quality of patient care is the number one concern for most direct-
patient care nurses. If nurses are involved the development of quality of care initiatives, they will
be more likely to uphold and support those initiatives (Ellis and Hartley, 2009).
Decision-making, Problem Solving
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When discussing decision making Ruth stated, ³People first is my policy´ (Sommerfeldt,
2009). ³When making decisions I always consider people first. I also consider will it make a
difference for the better? How does it change the practice? What are the negative ramifications
for not getting this done or fixed?´ (Sommerfeldt, 2009). Staff nurses are also consulted and
involved in many of the decision making processes. A charge nurse on the day shift and one on
the night shift have been given the duty of scheduling for those shifts. Another staff nurse has
been given the duty of educating staff on EZ-IO training. Other staff nurses have been involved
in other training for the use of new protocols and equipment.
Shared governance is apparent in the emergency department that Ruth manages. This is a
professional practice model in which the nursing staff and nursing management are involved in
making decisions (Ellis and Hartley, 2009). In regards to shared governance, Ellis and Hartley
(2009) state, ³This practice allows nurses to have control over their practice and have input into
broader ideas of unit management´.
The effects of shared governance on organizations and nurses have been studied. The
studies demonstrate greater job satisfaction, less staff turnover in institutions, and actual cost
savings in facilities using shared governance (Ellis and Hartley, 2009).
Management and resolution of Conflict
Regarding conflict in the management role, Ruth believes that a ³My way or no way´
philosophy is ineffectual. She states there are not many problems at a management or
administrative level, but different personalities cause the most conflict (Sommerfeldt, 2009).
There are many different personalities working together, and it doesn¶t go well if you throw a fit.
³It is nice to come to a consensus or resolution, but it doesn¶t always happen. Leave personal
issues at the door, take care of patient safety first´ (Sommerfeldt, 2009).
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The book Managing and Coordinating Nursing Care describes collaborating as the best method
of conflict resolution especially when an issue requires a consensus (Ellis and Hartley, 2009).
Ruth describes the type of conflict she deals with as mostly interpersonal conflict among the staff
nurses (Sommerfeldt, 2009). This conflict often occurs because of differing values, goals,
actions, or perceptions (Ellis and Hartley, 2009). In an article titled Resolve Conflicts between
Healthcare Professionals Debra Gerardi states, ³Resolution of conflict is a misnomer," she says.
"Conflict is often linked to tensions or polarities that have to be balanced, such as the tension
between cost and quality. There is not an end or solution to this tension, so resolution is not the
goal´ (Resolve Conflict, 2009).
Proper resolution of conflict has a definite impact on patient care. Healthcare
professionals estimate that more than 50% of their time is spent dealing with conflict and that the
majority of that is conflict with each other (Resolve Conflict, 2009). The chair of the Program on
Healthcare Collaboration and Conflict Resolution at Creighton University in Omaha, NE,
Gerardi says that in her experience, those conflicts affect everything from lengths of stay to staff
retention (Resolve Conflict, 2009).
Interpreter or participant of research
Ruth feels her role in research is mainly as a consumer (Sommerfeldt, 2009). She has
participated in celiac research as a study subject, she regularly reviews research studies, but she
states that she has not conducted experiments for many reasons (Sommerfeldt, 2009). Recently
Ruth undertook a review of research regarding emergency department measures (Sommerfeldt,
2009). A new protocol was recently instituted regarding the EZ-IO intraosseous IV insertion. She
reviewed many studies of different types of IO instruments and chose the one that she believed
fostered the best practice (Sommerfeldt, 2009). ENA magazine is the journal she reads most
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frequently (Sommerfeldt, 2009). Ruth states, ³I¶m the person to take lead on evidence based
practices. There is an increased need to implement evidence based practice due to pressure at
government level to save money in healthcare´ (Sommerfeldt, 2009).
Nurses have a duty to identify research needs (Ellis and Hartley, 2009). As a nurse
manager it is important to develop protocols and procedures that are evidence-based (Ellis and
Hartley, 2009). It is also important to continually monitor the effect these changes have had on
patient care (EBP Easy, 2009).
Conclusion
There are many different styles and types of nurse managers. Each nursing unit can
benefit from having a nurse manager who is also an effective leader. Nurse Managers must deal
with things such as conflict among the staff and prepare staff to deal with a culturally diverse
field. Decision-making, problem solving, and legal or ethical issues also impact the role of the
nurse in a leadership position. The nurse manager reads and interprets research and implements
evidence based practices based on the best research available. A nurse manager must also be
aware of the power and influence he or she possesses and utilize this for good.
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References
Ellis, J. R., & Hartley, C. L. (2009). M anaging and coordinating nursing care. Philadelphia:
Lippincott Williams & Wilkins.
³Resolve conflicts between healthcare professionals´. (2009). Strategies for Nurse M anagers.
Retrieved from http://0-find.galegroup.com.libcat.ferris.edu/ gtx/start.do?prodId=
AONE&userGroupName=lom_ferrissu.
Lachman, V. (2009). Practical use of the Nursing Code of Ethics: Part II. M edSurg Nursing ,
18(3). Retrieved November 28, 2009, from http://0find.galegroup.com.libcat.ferris. edu
/gtx/start. do?prodId=AONE&userGroupName=lom_ferrissu
Letvak, S. (2002). Myths and realities of ageism and nursing. AORN Journal volume 75, issue 5
Retrieved from http://0-find.galegroup.com.libcat.ferris.edu
Make EBP as easy as 1-2-3. Strategies for Nurse M anagers (2009). Academic OneFile. Web.
Retrieved from http://0-find.galegroup.com.libcat.ferris.edu/gtx/start.do?prod
Id=AONE&userGroupName=lom_ferrissu.
Northam, S. (2009). Conflict in the Workplace. American Journal of Nursing : June 2009 -
Volume 109 - Issue 6 - pp 70-73
Stats about all US cities - real estate, relocation info, house prices, home value estimator, recent
sales, cost of living, crime, race, income, photos, education, maps, weather, houses,
schools, neighborhoods, and more. (n.d.). Stats about all US cities - real estate,
relocation info, house prices, home value estimator, recent sales, cost of living, crime,
race, income, photos, education, maps, weather, houses, schools, neighborhoods, and
more. Retrieved November 28, 2009, from http://City-Data.com
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Paper 2: Analyzing a Nurse in a Leader or Manager Role
Possible PointsPoints
Introduction (Background on Nurse Leader or Manager to include education, years in practice and role, additional qualifications
for role, etc.)
12
Describe & analyze ability to deal
effectively with cultural diversity withstaff/peers & clients/patients (include effect
on patients and organization)
Evidence 3Support 4
Analysis 6
13
Describe & analyze a legal or ethical issue
this leader or manager has and is managing(include effect on patients and
organization)
Evidence 3Support 4
Analysis 6
13
Describe & analyze use of power and
influence (include effect on patients andorganization)
Evidence 3Support 4
Analysis 6
13
Describe & analyze use of decision-makingand problem-solving process (include effect
on patients and organization)
Evidence 3
Support 4Analysis 6
13
Describe & analyze management andresolution of conflict (include effect on
patients and organization)
Evidence 3
Support 4Analysis 6
13
Describe & analyze leader or manager as aninterpreter and participant in research
(include effect on patients andorganization)
Evidence 3
Support 4Analysis 6
13
Sentence structure, spelling, grammar & punctuation; APA Format
10
TOTAL POINTS 100
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