Search

Nurse well-being and optimism were tested in the midst of COVID-19 patient surges and staffing challenges. Using the American Nurses Foundation Gratitude Toolkit, a health system implemented monthly gratitude practices at 4 hospitals. Validated survey measures indicated that nurses' scores of self-perceived gratitude, flourishing behaviors, and mindfulness were maintained during this challenging time but did not statistically increase. Although statistical significance increases were not demonstrated, the gratitude campaign offered clinical significance through positive feedback and was sustained through the distribution of a toolkit disseminated across the health system. [ABSTRACT FROM AUTHOR]

OBJECTIVES: Studies in hospitals show that leader behaviors and power distance between healthcare professionals influence psychological safety (PS). However, little research on PS in outpatient settings exists. The main objective of this study was to explore factors that influence the PS of medical assistants (MAs) working in ambulatory care. METHODS: A cross-sectional web-based survey consisting of items to assess PS and factors known to influence PS was distributed nationally to certified medical assistants (CMA) who obtained certification from the American Association of Medical Assistants. To evaluate relationships between variables, bivariate analyses and ordinary least squares regression were conducted on responses from those working in ambulatory care. RESULTS: From the 54,196 email addresses contacted, 7,467 individuals (13.8%) responded to one or more survey questions; of them, 4,674 reported working in ambulatory care. Similar to research involving other types of healthcare professionals, results showed that leader inclusiveness meaningfully predicted variation in PS (R2 = 0.21, p < 0.001). Power distance (as conceived in this study) was not associated with PS. CONCLUSIONS: This study adds to a growing body of literature showing that supportive leader behaviors positively impact PS. Greater attention to leadership development in health professions educational programs should be considered. [ABSTRACT FROM AUTHOR]

Background: A patient navigator is a health professional who partners with patients, serving as an advocate and guide, prioritizing a patient's needs when working through the obstacles of the healthcare system to achieve optimal outcomes. Oncology patients undergoing treatment may have oncology nurse navigators as part of the care team. Navigators have the potential to improve outcomes in patients, and emergency department utilization may potentially be affected by nurse navigators. Objective: The purpose of this study is to determine if oncology patients who were assigned nurse navigators utilized the emergency department differently than patients who did not have a nurse navigator. Methods: We conducted a retrospective analysis of emergency visits from 2 acute care facilities in a Western state over 3 years, comparing frequency of emergency department visits and descriptive characteristics of navigated with non-navigated oncology patients. Results: Statistical comparison controlling for differences indicated navigated patients utilized the emergency department more frequently. We identified characteristics of navigated patients as having advanced- stage cancers, higher number of comorbidities, being single, and having chemotherapy as part of the cancer treatment. Conclusion: Navigated patients showed a higher frequency of emergency department utilization. Insights from measuring navigated patients' emergency department use helped us define parameters to quantify the impact of oncology nurse navigator (ONN) programs. Consideration in deciding which clinical outcomes to measure should be based on the availability of accurate data provided by ONNs. Analyzing the data from emergency department visits among navigated and non-navigated oncology patients highlights opportunities for high(er)-risk and vulnerable cancer patients to be identified and supported earlier in their cancer process. [ABSTRACT FROM AUTHOR]

The important goals of Magnet® hospitals are to create supportive professional nursing care environments. A recently published paper found little difference in work environments between Magnet and non-Magnet hospitals. The aim of this study was to determine whether work environments, staffing, and nurse outcomes differ between Magnet and non-Magnet hospitals. A secondary analysis of data from a 4-state survey of 26,276 nurses in 567 acute care hospitals to evaluate differences in work environments and nurse outcomes in Magnet and non- Magnet hospitals was conducted. Magnet hospitals had significantly better work environments (t = -5.29, P < .001) and more highly educated nurses (t = -2.27, P < .001). Magnet hospital nurses were 18% less likely to be dissatisfied with their job (P <.05) and 13% less likely to report high burnout (P < .05). Magnet hospitals have significantly better work environments than non-Magnet hospitals. The better work environments of Magnet hospitals are associated with lower levels of nurse job dissatisfaction and burnout. [ABSTRACT FROM AUTHOR]

A sample of 1933 registered nurses working in 24 hospitals with shared leadership was surveyed to examine perceptions of nurse decisional involvement. Council participation was associated with higher decisional involvement scores (P = .03), and nurse experience was a statistically significant predictor of decisional involvement (P < .01). Nurse manager and staff registered nurse scores were significantly different (P < .01). Shared leadership may promote staff nurse perceptions of involvement in decision-making. [ABSTRACT FROM AUTHOR]

The article discusses how nurses can overcome compassion fatigue. Topics covered include burnout as the response to chronic physiologic and emotional stressors experienced by many professionals, the need for early intervention to successfully prevent burnout in nurses, and how critical incident stress debriefing enables all team members to be psychologically supported.