Search

Using the Informatics Organizing Research Model (Effken, 2003) to add context to the information gleaned from ethnographic interviews of seven chief nurse executives (CNEs) currently leading integrated delivery systems, the author concluded nurse executives can no longer depend exclusively on American Organization of Nurse Executives (AONE) competencies as they outsource their responsibility for information technology knowledge to nurse informaticians, chief information officers, and physicians. Although AONE sets out a specific list of recommended information technology competencies for system CNEs, innovative nursing practice demands a more strategic, broader level of knowledge. This broader competency centers on the reality of CNEs being charged with creating and implementing a patient-centered vision that drives health care organizations' investment in technology. A new study identifies and validates the gaps between selected CNEs' self-identified informatics competencies and those set out by AONE (Simpson, 2012).

The literature seems quite clear that patients still regard the nurse as the principal link between the technical and interpersonal aspects of their care. The often-discussed medical error crisis tends to create in the patient mistrust of all care providers. The health care industry is driving towards a system that requires patients to be self-reliant in managing their care, without allowing for factual limitations in patient capability, ability, and interest in such an enterprise. Unfortunately for the overworked, understaffed nurse, patients still look to them to provide quality compassionate care without the patient having to police them. Health care providers have been mandated to provide assessment and intervention for pain management. It was mandated because we as health care professionals failed to perform this vital function in a consistent, quality manner. It did add to the workload of the nurse. However, if done properly, it is a valuable communication tool for the nurse and the patient to comfortably discuss pain and its management--the interpersonal part of care.

The purpose of this article is to provide leaders with a tool to collect accurate data of subordinate's perceptions. Leaders in the nursing profession must feel comfortable and be encouraged to seek the opinion of the staff they serve. Without actively seeking the feedback of subordinates there is no opportunity for personal growth and insight. So, while asking for staff feedback can be a "daring adventure" for any leader, leading staff who do not want to follow will result in an organization of "nothing" in today's health care arena.

It is an exciting time for executives in health care. New opportunities are developing and the market-place is constantly changing. Executive search consultants can help lead you or your organization to success in the 21st century.

Faced with tighter budgets and diminishing resources, the success of nurse managers will be measured by their ability to identify and balance cost/quality issues effectively while managing staffing under variable patient census and demanding patient acuity. A structured approach to expert financial management can insure that nursing departments meet financial targets while maintaining integrity of clinical care.