| Primary Author: | Valorie Dearmon, DNP, RN, NEA-BC |
| Co-Principal Investigators/Collaborators: | Lisa Mestas, MSN, RN, Linda Roussel, DSN, RN, NEA-BC, Ellen Buckner, DSN, RN, CEA, Angela Drurry, BSN, RN, Val Heinl, BSN, RN, Aimee Mosley, MSN,RN, Sheri Salas, BSN, RN, Carolyn Williams, BSN, RN, Kacey York, BSN, RN |
| Organization | University of South Alabama College of Nursing |
Abstract
Purpose
The study integrated institutional acquired knowledge gained from participation in the STAR-2 study to develop a process identifying possible solutions to impact quality of care.
Background
Understanding the complexities of work environments is a crucial first step to transforming the delivery of nursing care (Page, 2004). Frontline workers’ wisdom and commitment to find solutions to vexing problems contribute to improvement (IOM, 2010). The focus of Improvement Science is translating research into actual practice to improve care and outcomes (ISRN, 2011).
Materials & Methods
University of South Alabama Medical Center (USAMC) and University of South Alabama College of Nursing (USACON) participated in the first cohort for the ISRN landmark study, “Small Troubles, Adaptive Responses (STAR-2): Frontline Nurse Engagement in Quality Improvement.” The data collected by USAMC reflected potential for improvement interventions from multiple disciplines (technology, pharmacy, nursing, medicine, and others). Following the national study, with the assistance of a CON Dean’s grant, focus groups were held to identify staff perspectives of their engagement in the research process. A Frontline Innovations group was formed to identify action priorities. As part of the process, multidisciplinary frontline staff teams were formed within the institution to address operational failures and barriers to quality patient care.
Results
Qualitative data supported engagement of staff in the immediate period following STAR-2 and the significance of the Frontline Innovations group in identifying priorities and strategies for action. Results indicated renewed staff enthusiasm and hope secondary to having their voice heard. Staff reported increased awareness of patient care obstacles and thinking shifted from acceptance of barriers as norm towards empowerment to remove obstacles. The relationships established bridges between academic and practice settings and between administrative and frontline perspectives.
Conclusion
The purpose of this study was to build on the STAR-2 Study experience to further develop the national research priorities for creating Learning Organizations and a Culture of Quality and Safety. Opportunities for transforming the culture to one of participatory engagement are evident.
Bibliography
Improvement Science Research Network [ISRN] (2011). What is Improvement Science? Retrieved from http://isrn.net/about/improvement_science.asp
Institute of Medicine [IOM]. (2010). The Future of Nursing: Leading Change, Advancing Health. Washington, D.C.: National Academies Press.
Kalisch, B. J., & Aebersold, M. (2010). Interruptions and multitasking in nursing care. Joint Commission Journal on Quality and Patient Safety. 36(3), 126-32.
Page, A. (2004). Keeping Patients Safe: Transforming the Work Environment of Nurses. Washington, DC: National Academy Press.
Tucker, A. L., & Spear, S. J. (2006). Operational failures and interruptions in hospital nursing. Health Services Research 41(3), Part 1. doi: 10.1111/j.1475-6773.2006.00502.x
© Improvement Science Research Network, 2012
The ISRN published this as received and with permission from the author(s).