Writergrrl101, wizzy, writingptb, FLWriter2011,
Provide comments in own words and feedback on the following 2 separately.
1. The healthcare environment has evolved over the last couple of decades from physician dictated to big business drivers to a government run endeavor. Healthcare is all about treating members of society who are sick, ailing, or injured. Many segments of the healthcare environment play different roles in this mission of taking care of society. One of these segments is the pharmaceutical industry which has for over one hundred years provided medicines that treat disease and health conditions. However, as the healthcareenvironment has changed, the pharmaceutical industry has not adjusted and kept up with the ever evolving world of patient care. Pharmaceutical companies are faced with historically long research and development times lines which driven by a conservative business model that dates back over 100 years. These companies must look to new ways of conducting business in order to meet the demands of the external environment (Tjandrawanata & Simanjuntak, 2012).
It currently takes on average 12 years, with a range of 10 -15 years, and no less than 1 billion dollars to develop and bring a medicine to patients. These timelines and costs drive the cost of medicines to patients and payers higher and higher each year. In order to continue to provide healthcare providers with Evidnce based medicine (EBM) and Evidence based practice (EBP), these companies need to control costs to offset the losses associated with these patent expirations, but at the same time be able to continue to develop molecules for marketable drugs in the face of money constraints, and an every changing healthcare environment (Stach, 2006). Thus, the pharmaceutical industry must become innovative in their approach to drug discovery and development, they must control their expenses and become extremely focused on their key customers; that is the patient, prescriber, regulators and payers.
My project is about the what needs to change in the pharmaceutical industry, and how the pharmaceutical industry can use culture, organizational and behavior change, along with novel technologies to streamline drug development and bring medications to patients faster and with controlled cost.
Stach, G. (2006). Business alliance at Eli Lilly: A successful innovation strategy. Strategy and Leadership, 34.5, 28-33.
Tjandrawinata, R., & Simanjuntak, D. (2012). Factors affecting productivity of research-based pharmaceutical companies following mergers and acquisitions. Retrieved from http://mpra.ub.uni-muenchen.de/42514/
2. Capstone project: To educate healthcare professionals that patient simulation is a valid method to confirm competency and further propose the use of simulation as an educational method and solution to validate continued competency assessments of registered nurses, rather than the current method, lecture format.
1) What is the value of your project in your work setting?
As clinical situations continue to grow in complexity with an increase in patient co-morbidities, acuity, and the demand for safety, nurses must react with quick and appropriate clinical judgment (Galloway, 2009). Addressing specific learner needs and competencies, patient simulation facilitates active learning while providing an opportunity for repetition and evaluation. It enables nurses to develop, synthesize and apply their knowledge in a replica of real experience. In addition patient simulation encourages a learning environment to improve overall performance and communication skills for the learner, which in turn improves decision making, confidence, and enhances teamwork (Hagler & Wilson, 2013) and ultimately equates to the delivery of safe and quality carewithin my work setting.
2) What leadership skills do you feel you have gained from working on your project?
Olson (2013) conveys today?s healthcare system is faced with several issues including: social, political, and economic; all which subsequently present great challenges while placing a higher need for accountability. In addition Muller (2013) emphasizes professional practice within the 21st century revolves around accountability. While I hold myself accountability for my actions; I now view accountability in a new and broader manner. As the principal definition of accountability is to account for one?s action, the concept of accountability is multipart; for nurses have accountability to clients, themselves, the public, the institution, and other healthcare professionals (Iacono, 2013). To support a culture of accountability, O?Hagan and Persaud (2009) state, ?An organization must be able to access, create, manage, and use knowledge so as to improve organizational processes and allow organizational members to experience the benefits of accountability? (p. 125).
3) What are the outcomes that you achieved with your project?
Healthcare professionals on my unit are talking and are getting excited, excitement over learning and excitement that they may be able to practice skills in a safe and controlled environment in the near future. I have meant so many individuals over the past few weeks and the word is out that I?m trying to change how education and validation of competences are provided to registered nurses. I have scheduled meetings with various council committees within my organization and with help of a change theory, my thoughts are organized and I feel all ?bases? are covered to aid in the implementation of change. In addition I have support. I have support from my peers, my nurse manager, those overseeing the educational department, and local colleges/universities who are presently equipped with patient simulators.
Galloway, S.J., (2009). Simulation techniques to bridge the gap between novice and competent healthcare professionals. OJIN: The Online Journal of Issues in Nursing, 14(2), manuscript 3. doi:10.3912/OJIN.Vol14No02Man03
Hagler, D., & Wilson, R. (2013). Designing nursing staff competency assessment using simulation. Journal of Radiology Nursing, 32(4), 165-169. doi:10.1016/j.jradnu.2013.10.001
Iacono, M. (2013). The culture of accountability. Journal of PeriAnesthesia Nursing, 28(2), 107-109. doi:10.1016/j.jopan.2013.01.002
Muller, L. (2013). Integrity and accountability the omnibus final rule: Part 1. Professional Case Management, 18(4), 204-207. doi:10.1097/NCM.0b013e4
O? Hagan, J., & Persaud, D. (2009). Creating a culture of accountability in health care. The Health Care Manager, 28(2), 124-133. doi:10.1097/HCM.0b013e3181a2eb2b
Olson, L. (2013). Public health leadership development: Factors contributing growth. Journal of Public Health Management and Practice, 19(4), 341-347. doi:10.1097/PHH.0b013e3182703de2