| Primary Author: | Lynn E. Johnson, CNM, OGNP, MS, RN |
| Co-Principal Investigators/Collaborators: | Mytra Rabinowitz, Catherine Galla, Denise Mazzapica, Jayne O’Leary |
| Organization: | North Shore-LIJ Health System |
Abstract
Background
The North Shore Long Island Jewish Health System (NSLIJHS) is the second largest non-profit nationwide healthcare organization based on beds. The Institute for Nursing (IFN), a corporate department under the Chief Nurse Executive, facilitates delivery of evidence-based-practice and optimizing staff potential in research, practice, and education within a rapidly changing healthcare environment. The corporate Managers of Nursing Initiatives (MNI) are the operational arm of the IFN. These ‘generative leaders’ are heterogeneous in education, licensure, and experience and are engaged throughout the network’s 16 site-facilities and 7000 ambulatory units to operationalize the Collaborative Care Model© (CCM) developed by NSLIJHS to guide professional practice and uphold organizational values. Traditional linear healthcare models are comprised of siloed departments and disciplines that do not recognize interconnectivity as fundamental to a thriving ecology. In contrast, complexity theory explains the formation of relationship networks, which unite subsystems at macro, meso, and micro-levels within a healthcare ecology to form a complex adaptive system.
Purpose
Four generative leaders aim to facilitate the deconstruction of a traditional linear healthcare model and construct high-performing intraprofessional healthcare teams in a complex adaptive ecosystem that promote dissemination of knowledge and transformation of practice.
Materials & Methods
Guided by the CCM and complexity theory , MNI utilize the ACT (Assess, Coach, Transform) methodology. Primary objectives are the establishment of trust, collaborative relationships, leveling hierarchies, and empowering staff to lead. TS principles promote team cohesion. Interaction resonance and information exchange allow for innovations to emerge from the front-line. Seeds of novelty are fed back to the macro-level system collaborative.
Results
Establishment of two system collaboratives at the macro-level and 100% (258 councils) at the meso-levels for all in-patient facilities. System research, redesign, and dissemination of evidence-based-practice for fall prevention, handoff communication utilizing EMR, and pressure ulcer prevention and management.
Conclusion
MNI team has successfully transformed a traditional linear system into intraprofessional networks of exchange, collaboration and innovation in a complex adaptive system.
References
- Agency for Healthcare Research and Quality (2006). TeamSTEPPS Instructor Guide: Team Strategies & Tools to enhance Performance & Patient Safety. Rockville, MD: Author.
- Goldstein, J. H. (2010). Complexity and the Nexus of Leadership. New York, NY: Palgrave Macmillon.
- Goldstein, J. H. (2009). Complexity science and social entrepreneurship: Adding social value through systems thinking. Litchfield Park, AZ: ISCE.
- Kinnaman, M. L. (2004). Collaboration: Aligning resources to create and sustain partnerships. Journal of Professional Nursing , 310-322.
© Improvement Science Research Network, 2011