Clinical Journal Leadership Nursing (Medical

The nurse must read the patients personality, and know whether acting firm or sensitive is the best way to deal with the individual. A nurse must always comport herself in a professional manner, but needs to take a different tone with a child vs. An adult; a person in a dissociated state vs. A man experiencing chest pains. Communications decisions, much like medical decisions, must often be undertaken in a split second. The first few minutes of the encounter can set the tone of the entire client-nurse interaction, even the tone of the patients entire experience on the unit.

Effective communication is also required with other healthcare professionals on the unit, including but not limited to doctors, other nurses, and physicians assistants. Triage — deciding what patients and procedures are of highest priority, establishing standard operating procedures to deal with being short-staffed, and using time and resources in an effective manner demand that all affected personnel are kept in the loop.

Clinical day 3

Objective 7: Evaluate available resources to facilitate planned change in healthcare settings

I have observed with my own eyes the difficulty of staffing the medical-surgical unit due to the shortage of nurses on the unit. Even the best nurses find themselves forced to work long hours, including back-to-back shifts, and overnight hours.

While this is expected from time to time, a lack of staff can result in even the best healthcare professionals feeling stressed at times. Finite resources result in imperfect conditions for all healthcare workers.

For patients, too, there is a shortage of resources. Ensuring that their insurance company will pay for recommended treatments and procedures is a constant burden. Obtaining care is not always about getting the best care, but simply what is affordable and/or can be covered by insurance. Many insurance plans, including the government insurance program for the elderly (Medicare) can be difficult to decipher without assistance, and patients, already frightened and confused, are further intimidated by the specter of medical bureaucracy.

The hospital itself faces the reality of finite resources. Finances are tighter than they have been in years past for both employees and for medical technology. While doing more with less is a common slogan amongst financial analysts, this can be difficult when the highest-quality, high-tech care.

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