In a 5–7 page written assessment, define the patient, family, or population health problem that will be the focus of your capstone project. Assess the problem from a leadership, collaboration, communication, change management, and policy perspective. Plan to spend approximately 2 direct practicum hours meeting with a patient, family, or group of your choice to explore the problem and, if desired, consulting with subject matter and industry experts. Document the time spent (your practicum hours) with these individuals or group in the Capella Academic Portal Volunteer Experience Form.
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Scoring Guide
Use the scoring guide to understand how your assessment will be evaluated.
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Criterion 1
Define a patient, family, or population health problem that’s relevant to personal and professional practice.
Distinguished
Clearly and succinctly defines a patient, family, or population health problem that’s relevant to personal and professional practice. Fully substantiates the presence and relevance of the problem.
Proficient
Defines a patient, family, or population health problem that’s relevant to personal and professional practice.
Basic
Attempts to define a patient, family, or population health problem.
Non Performance
Does not define a patient, family, or population health problem.
Criterion 2
Analyze evidence from peer-reviewed literature and professional sources that describes and guides nursing actions related to a defined patient, family, or population problem.
Distinguished
Analyzes evidence from peer-reviewed literature and professional sources that describes and guides nursing actions related to a defined patient, family, or population problem. Applies relevant, unambiguous criteria for evaluating the evidence, and exhibits clear insight into potential barriers to evidence-based practice and theoretical guiding frameworks.
Proficient
Analyzes evidence from peer-reviewed literature and professional sources that describes and guides nursing actions related to a defined patient, family, or population problem.
Basic
Cites evidence from peer-reviewed literature and professional sources that describes and guides nursing actions related to a defined patient, family, or population problem.
Non Performance
Does not cite evidence from peer-reviewed literature and professional sources that describes and guides nursing actions related to a defined patient, family, or population problem.
Criterion 3
Explain how state board nursing practice standards and/or organizational or governmental policies could affect a defined patient, family, or population problem.
Distinguished
Provides an explanation, with examples, of how state board nursing practice standards and/or organizational or governmental policies could affect a defined patient, family, or population problem, based on a perceptive and coherent synthesis of current literature. Provides clear insight into how policy affects nursing scope of practice.
Proficient
Explains how state board nursing practice standards and/or organizational or governmental policies could affect a defined patient, family, or population problem.
Basic
Attempts to identify state board nursing practice standards and/or organizational or governmental policies that could affect a defined patient, family, or population problem.
Non Performance
Does not identify state board nursing practice standards and/or organizational or governmental policies that could affect a defined patient, family, or population problem.
Criterion 4
Propose leadership strategies to improve outcomes, patient-centered care, and the patient experience related to a defined patient, family, or population problem and document the practicum hours spent with these individuals or group in the Capella Academic Portal Volunteer Experience Form.
Distinguished
Proposes leadership strategies, supported by examples, to improve outcomes, patient-centered care, and the patient experience related to a defined patient, family, or population problem. Exhibits clear insight into the necessary role of leadership and the need for collaboration, communication, and change management in addressing the problem. and Documents the practicum hours spent with these individuals or group in the Capella Academic Portal Volunteer Experience Form.
Proficient
Proposes leadership strategies to improve outcomes, patient-centered care, and the patient experience related to the defined patient, family, or population problem and documents the practicum hours spent with these individuals or group in the Capella Academic Portal Volunteer Experience Form.
Basic
Proposes leadership strategies that are not clearly related to a defined patient, family, or population problem or which are not likely to significantly improve outcomes, patient-centered care, and the patient experience, and/or does not document practicum hours in Capella Academic Portal Volunteer Experience Form.
Non Performance
Does not propose leadership strategies to improve outcomes, patient-centered care, and the patient experience related to a defined patient, family, or population problem, and does not document practicum hours in Capella Academic Portal Volunteer Experience Form.
Criterion 5
Organize content so ideas flow logically with smooth transitions.
Distinguished
Organizes content so clarity is enhanced and all ideas flow logically with smooth transitions.
Proficient
Organizes content so ideas flow logically with smooth transitions.
Basic
Organizes content with some logical flow and smooth transitions.
Non Performance
Does not organize content for ideas to flow logically with smooth transitions.
Criterion 6
Apply APA style and formatting to scholarly writing.
Distinguished
Applies APA style and formatting to scholarly writing. Exhibits strict and nearly flawless adherence to stylistic conventions, document structure, and source attributions.
Proficient
Applies APA style and formatting to scholarly writing.
Basic
Applies APA style and formatting to scholarly writing incorrectly and/or inconsistently, detracting noticeably from good scholarship.
Non Performance
Does not apply APA style and formatting to scholarly writing.

The healthcare environment is in a constant state of transformation. Changes are triggered by multiple factors like the use of technology, social media, consumerism, and shifts in disease patterns. Nurses are expected to adapt to these changes in order to improve the quality of patient care. Nurses need to be able to collect and process data so that they can decide what changes will improve their performance based on evidence.

There are a variety of data sources, including the electronic health record or EHR reports, patient or staff satisfaction surveys, and financial statements. Evidence from the data should be summarized and translated into evidence-based practice changes. The next crucial step is to guide the team through the change.

Okay, back to Mary’s case. Understanding the human reaction to change is essential. A widely known theory is the Institute for Healthcare Improvement or IHI’s Psychology of Change Framework, which consists of five interconnected domains. According to this theory, Mary has to unleash the nursing staff’s intrinsic motivation to commit to the change. They have to truly believe in the value of using computerized charts. Also, to increase the likelihood that the improvement efforts will succeed she has to co-design the change along with her colleagues in ways that are feasible to them.

In addition, it’s important to co-produce in an authentic relationship, which means recognizing and supporting the differences between each individual and creating a relationship where each member’s thoughts can come forward. Thus, Mary has to inquire and listen to her colleagues’ concerns about the change.

Another key domain is to distribute power so that each individual can contribute their unique skills. For instance, in our case a nurse with computer skills can help a nurse whose skills are lagging. Finally, another key to success is to adapt in action. Mary should urge the team to start using the computerized charts and share their stories of both failure and success. It’s important to keep track of the progress and let people see the outcomes of their efforts.

Okay, but change management is only one of the competencies a nurse should have to successfully lead in today’s healthcare system. Other essential competencies include having a global perspective or thinking about a situation as it relates to the rest of the world; computer skills, expert decision making skills, and team spirit.

Principles of Crucial Conversations( transcript) Video-Crucial conversations involve opposing opinions, strong emotions or high stakes. They’re particularly common when discussing issues with patients and families. Working out problems with other nursing staff or discussing hiring more staff with human resources. In order to master these conversations, there are several principles. First it’s important to get unstuck. To do that, think of content or a single instance of a problem. Pattern, meaning a recurring problem that develops. And relationship or how the problem affects your ability to work with others.

Another principle is starting with the heart, meaning starting by clarifying your motives, and then staying focused on that. It’s also important to learn to look for signs that others feel unsafe in the conversation like silence and violence. The most common forms of silence are masking, which refers to selectively showing opinions, avoiding, meaning not addressing the real issues, and withdrawing or exiting the conversation. Violence can present as controlling, labeling, or attacking others. The sooner you notice these, the sooner you can make it safe. People feel safe when there’s a mutual purpose and mutual respect. To achieve mutual purpose, commit to seek a common outcome. Recognize the real purpose behind the strategy, invent a mutual purpose and brainstorm new ideas. For mutual respect, it’s important to master your stories. To do that, separate objective facts from stories which involve judgment or associations.

Next, watch for clever stories. These include victim stories like saying “It’s not my fault. I’m innocent,” villain stories like “It’s all your fault,” and helpless stories like “I can’t do anything.” To turn these into useful stories, just tell the rest of your story. Another important principle for mutual respect is stating your path. For this, share your facts, tell your story, ask for other’s paths, talk tentatively, and encourage testing or opposing views.

Next, explore other’s paths by asking others to tell their stories. A nice way to do that is “Please let me know your opinion on this.” Mirroring to confirm feelings that are inconsistent with words is also useful. An example is “You say you’re okay, but by your tone of voice, you seem upset.” Paraphrasing to acknowledge other’s stories can be done by saying something like, “Let’s see if I got this right. You’re upset because I voiced my concerns about your reliability.” And if nothing else works, prime or pour meaning into the pool so others will do the same. Finally, to turn crucial conversations into action, ask who, and assign a name to each responsibility, does what, to define the exact responsibility, by when, establish the deadlines, and how will you follow up? Schedule a follow-up conversation.

Psychology of Change Framework( Video Transcript) Thomas is a Nursing Unit Manager at a community hospital. Recently he noted an increase in drug administration errors in the unit. As a result, Thomas decided to review the staffing and assignment data and compared them with the rate of the errors. Data analysis revealed that drug administration mistakes occurred most frequently on weekends when the unit is typically understaffed. This discovery created a sense of urgency to adjust the nursing staff schedule.

The health system is transforming constantly due to various triggers, such as the use of technology and social media, consumerism, government regulations, and differences in disease patterns. Meanwhile, nurses are expected to adhere to these changes and improve the quality of patient care. Changes are usually encountered with fear and anxiety, and thus nurse managers like Thomas have to understand the underlying psychology of change in order to guide their team through them.

The Institute for Healthcare Improvement, or IHI’s Psychology of Change Framework is an approach to advancing and sustaining improvement in healthcare. The framework is organized through five interconnected domains. According to the framework, Thomas has to unleash the nursing staff’s intrinsic motivation for this shared purpose. Intrinsic motivation means doing something for the inherent satisfaction that it provides without expecting an extrinsic reward, or recognition. Thomas has to help them see how increasing the nursing staff during the weekends and decreasing the number of patients assigned to each nurse will reduce errors. Understanding the value of the change will generate greater engagement and commitment.

In addition, Thomas has to co-design the change along with his colleagues; the people who are affected the most should have input on the changes being made. Another key domain in the framework is co-producing in an authentic relationship, which means building an environment where people are encouraged to express their thoughts. Thus, in our case, Thomas has to listen to his colleagues, concerns about the change and discuss possible solutions. In addition, it is essential to distribute the power so that each team member’s full potential is applied in order to create the best possible outcome.

Okay. Back to our case. After listening to the feedback and discussing his plan, Thomas adjusted the schedule so that the entry level nurses share weekend shifts with more experienced nurses that can show them how to administer drugs correctly. Finally, it is also important to adapt in action. Thomas should urge the team to follow the new schedule and share their stories of failure and success. He should also keep track of their progress and provide them with both positive and negative feedback.

https://www.ncsbn.org/policy/npa.page

https://www.linkedin.com/pulse/ahrqs-role-improving-care-patients-multiple-chronic-andy-bindman?trk=mp-reader-card

https://www.cms.gov/newsroom/press-releases/cms-releases-guide-preventing-readmissions-among-racially-and-ethnically-diverse-medicare

https://www.jointcommission.org/

https://www.leapfroggroup.org/

Make sure to follow apa and citations.Please read thoroughly the attached A1 rubric and guidelines that must be met and defined in the paper. Please keep the same patient and topic as this is a building assignment. please see following feed back. attachment and make appropriate adjustments. Paper to be rewritten is labeled annotated-assessment1capstone4900 in attachments please message me after you have reviewed content to ensure understanding. Only use credible sources at least 5 and peer reviewed sources must be included as well. ensure apa is correct.