Sample Nursing Paper on Models of characteristic of operational environment

Model Characteristics Application

 

Model characteristic of operational environment. Optimal outcomes are determined by the set work environment The environment surrounding a practicum determines, in great part, the success or outcomes inherent of the practice. Florence Nightingale in her submissions and theory highlighted the invaluable role of the environment towards the realization of fast recovery rates of patient. Creation of a proper work, patient and or business environment is key to success (Cohen, 1984). Tranquility and harmony are infectious. The combination begins from within then gets passed onto the immediate environment, which in turn infects the entire populace and society (Cohen, 1984). Therefore by ensuring a suitable environment to the patient, the initial phase of recovery, the psychological phase, is stimulated. These perceptions of recovery in the patients then operationalize the effective healing process.

Healthy environment includes proper mindset, healthy living spaces and controlled pollutants including noise, odors, heat and shocks (Cohen, 1984). Human care through nursing calls for striking a balance between these factors though not in isolation. Other factors can also be incorporated to ensure near -total ambience is attained. These include; training programs, monitoring and evaluation, and proper management (Hersey & Blanchard, 1977). Cohen indicates that healing qualifies as a psychological process that requires conspiratorial corporation between the inside psychological environment and the outer physical environment (Cohen, 1984) facilitated by a mediator, the nurse or any other professional, for the desirable outcome to be achieved.

Model of practice for proper leadership: The shepherd determines the safety, direction and quality of the flock Because the hospital fraternity is a society, it requires proper leadership. Leaders are mandated to formulate and implement principles governing social and professional interactions at the workplace (Spurgeon, Clark, & Ham, 2017). These interactions are of interpersonal nature and those with clients-the patients. The principles of practice raise the bar of excellence in service delivery. Excellent leadership ensures the realization of the grand complex objectives through progressive realization of small interim targets (Hersey & Blanchard, 1977). Through such practicum, the leadership ensures that staff are highly motivated and realize successes consistently however meager. Proper leadership in nursing practice is not only beneficial to the professionals; it goes a long way in ensuring patient safety and convenience (Cohen, 1984). It confers the patients with directionality on where to seek services at each level of the treatment process. Just like in business management, nurses can be steered towards personal professional growth. The hospital management, through their innate magnetism and persuasion shepherd the nursing professionals towards realization of the set targets in service delivery. They achieve this through sharing the vision, creating the appropriate environment and laying down workable framework (Hersey & Blanchard, 1977) towards achieving their vision. Proper leadership gives a breathe of life into the vision of an organization.

 

Knowledge is acquired through practicum and experience on-job. Patricia Benner’s novice to expert model. Most employers in a myriad of other sectors of business insist on the number of years of experience a candidate should have before they are considered for certain positions. These employers have the general appreciation of the value of experience in guaranteeing dexterity (Hersey & Blanchard, 1977)in delivery of services by a candidate. Experience gives the candidate problem solving knowhow through interactions with a broad spectrum of challenges. Additionally it confers an individual the directionality and scope of critical thinking and evaluation in seeking solutions to problems (Benner & Wrubel, 1989).

Patricia Benner’s, from Novice to Expert model, demystifies acquisition of knowledge. Her ideas insist that knowledge is a resultant of challenges in practice (Benner, 1982). Once solutions for these challenges are achieved, this becomes knowledge hence expertise. And that the subsequent occurrence of similar incidents is met more confidently compared to previous incidents. The basis of specialization revolves around not only the acquisition of a robust knowledge base but greater confidence backed-practicum (Benner, 1982).

Therefore knowledge is pluralistic. It does not emanate from a single source. It is acquired, especially from novel interactions, at work. Rotation of nurses through different departments beforehand therefore ensures them with advance training on any arising situations in their practice.

References

Benner, P. (1982). From novice to expert. American Journal of Nursing , 82 (3), 402-407.

Benner, P., & Wrubel, J. (1989). The primacy of caring: Stress and coping in health and    illness. MA: Addison Wesley Longman .

Cohen, B. I. (1984). Florence Nightingale. Scientific American , 250 (3), 128-137.

Hersey, P., & Blanchard, H. K. (1977). Management of Organizational Behavior: Utilizing            Human Resources (Vol. 3). New Jersey: Prentice Hall.

Spurgeon, P., Clark, J., & Ham, C. (2017). Medical Leadership: From the dark side to center         stage (Vol. 1). London: CRC press.