Topic: Leadership for Innovation for Value-Driven Staffing; Failure and Resilience for Success
Discussion question 1 –You will first answer the following question:
Failure can be used as a strategy for success. As a leader how have you or how could you, use failure to move forward for evidence-based innovation/change in your practice setting? Please use the concepts from the book chapter and assigned article to highlight your discussion. (300 WORDS)
Discussion question 2
Respond to the questions for the case study on page 202 of your textbook entitled “Care Coordination”; Please use the textbook and other outside resources to support your answers. (300 WORDS)
The textbook is available at www.vitalsource.com PLEASE SEE LOGIN INFO IN THE ATTACHED INSTRUCTIONS
TEXTBOOK: Leadership for Evidence-Based Innovation in Nursing and Health Professions (Daniel Weberg; Sandra Davidson)
TEXTBOOK: Leadership for Evidence-Based Innovation in Nursing and Health Professions (Daniel Weberg; Sandra Davidson)
PLEASE FURTHER DETAILED INSTRUCTIONS ATTACHED
2

DNP-803-

Leadership in Organizations and Systems

Module 6 DQ

Topic: Leadership for Innovation for Value-Driven Staffing; Failure and Resilience for Success

Discussion question 1 -You will first answer the following question:

Failure can be used as a strategy for success. As a leader how have you or how could you, use failure to move forward for evidence-based innovation/change in your practice setting? Please use the concepts from the book chapter and assigned article to highlight your discussion. (300 WORDS)

Discussion question 2

Respond to the questions for the case study on page 202 of your textbook entitled “Care Coordination”; Please use the textbook and other outside resources to support your answers. (300 WORDS)

TEXTBOOK:
Leadership for Evidence-Based Innovation in Nursing and Health Professions (Daniel Weberg; Sandra Davidson)

The textbook is available at

www.vitalsource.com

USERNAME:

[email protected]

PASSWORD: Temitayo28@

This is an oral presentation that has two parts. Part one includes the research of the topic of your oral presentation and part two is the oral presentation event.

Description of the Assignment:

You will pitch or summarize a system problem or challenge occurring in your organization to your faculty during a one-on-one Zoom session. This will be similar to an “elevator speech”. Think of the faculty as a leader in the C- Suite of your organization.
An elevator speech is a term that means to pitch your idea and solution in a logical sequence in about the time it takes one to ride on an elevator with a person ( leader) who you are hoping to sell your idea. In other words, it is a succinct, orderly, presentation of an idea or problem with a solution. Leaders in the “C- Suite” of healthcare organizations are short on time so it is important for you to have your facts and thoughts together, succinctly, when meeting with the C- Suite leader to present a problem, idea, and or solution. The “C” in C- suite refers to ” Chief” as in chief executive officer, chief nursing officer, or chief operating officer, in other words – the leadership.
Resources for examples of elevator Speech
Busi

Weekly Discussion Board Grading Criteria

DISCUSSION BOARD RUBRIC
	Student Points
QUALITY POINT RANGE	Demonstrates thorough preparation, synthesis and informed opinion; addresses topic thoroughly; comments/ asks questions that contribute to group learning. Brings appropriate outside materials into the discussion; always listens to and supports the work of others. Meets the deadlines for posting responses as outlined by course requirements. Includes citations in the body of the post as well as references at the end of the post using APA format. 5- 4.5	Demonstrates some preparation and generally addresses topic; comments/asks questions; brings outside materials to class but may lack appropriateness; usually listens to and supports the work of others. May be inconsistent in responses or delayed in response to others. APA formatting errors in citations and references. 4.4 -2.5	Demonstrates inadequate preparation, marginal or off-topic posts, lacks synthesis, and reaffirms existing information, minimal / no contribution to group learning. Posts only within the last 24 hours of the week; rarely supports the efforts, ideas, and work of others. Late or no response to others. Posting lacks citations and references. 2.4- 0
ASSESSMENT, REASONING, AND SYNTHESIS POINT RANGE	Sound synthesis of material and data analysis from assigned readings and activities; Draws appropriate conclusions; facilitates/stimulates interaction and discussion with peers and instructor. Presents new ideas to the group. 5- 4.5	Faulty or incomplete synthesis and conclusions of data analysis, offers superficial opinion; Responses are limited and may not reflect assigned weekly reading or activities. Interactions and ideas are limited. 4.4 -2.5	Unsatisfactory synthesis of data analysis and conclusions; content not relevant; absence of informed opinion; absence of new ideas; responses are weak and disjointed. 2.4- 0
POINT TOTAL				/10

Peggy Jenkins
Amy Garcia Lynn Choromanski

Diana Farm-Franks John M. Welton

Academic/Practice/Industry
Collaboration to Develop Nursing
Value Research Data Warehouse

Governance
EXECUTIVE SUMMARY

Big data for nursing research is
complex and requires collabora-
tion from multiple organizations.
The Nursing Value Workgroup
(NVW), formed from the Big
Data Science initiative in 2014,
plans to measure nursing value
and develop new real-time met-
rics to monitor costs, quality, and
effectiveness of nursing care
through understanding the indi-
vidual contribution of a nurse to
a patient.
The vision of the NVW is to cre-
ate a warehouse that hosts data
from multiple disparate data
sources within multiple organiza-
tions for use in research to dis-
cover, explore, and test ques-
tions related to nursing value.
Business and managerial acu-
men is necessary to take on
governance and board develop-
ment work.
The collective open minds of
several diverse partners includ-
ing academia, practice, and
industry allowed for robust dis-
cussion, freethinking, and led to
development of an innovative
governance structure for a nurs-
ing value research data ware-
house.

B IG DATA USED FOR NURSING
research can provide greater
precision and granularity
for measuring care quality,

patient outcomes, and cost of nurs-
ing care. However, big data for nurs-
ing research is complex and requires
collaboration from multiple organi-
zations. A national action plan to
make nursing data sharable, compa-
rable, timely, and more relevant
to improving health (Delaney,
Pruinelli, Alexander, & Westra,
2016) was developed at the 2013
Nursing Knowledge: Big Data
Science Initiative hosted by the
University of Minnesota. The
Nursing Value Workgroup (NVW)

formed from the Big Data Science
initiative in 2014 plans to measure
nursing value and develop new real-
time metrics to monitor costs, quali-
ty, and effectiveness of nursing care
through understanding the individ-
ual contribution of a nurse to a
patient (Welton & Harper, 2015). The
vision of the NVW is to create a
warehouse that hosts data from mul-
tiple disparate data sources within
multiple organizations for use in
research to discover, explore, and
test questions related to nursing
value.

The NVW defines value of
nursing as quality patient out-
comes divided by cost of nursing

PEGGY JENKINS, PhD, RN, is Assistant Professor/Specialty Director iLEAD, University of

290
Frameworks for Leading Frontline
Innovation in Health Care:

Failure, Microclimates, and Leadership

Christi Zuber, PhD, RN, MHA, and Dan Weberg, PhD, RN, MHI

Leading innovation in health care requires the full participation of frontline nurses.
Many times, nurse leaders struggle with how to include all members of the team in
innovation activities and see innovation as a daunting radical change rather than it
being inclusive of the incremental activities that happen naturally every day. This
article describes tools and mindsets that nurse leaders can use to build innovation
capacity in the frontline and the entire care delivery team through the use of
microclimates, failure, and leadership actions.
nnovation is a buzzword and is misunderstood by
many nurses and nurse leaders. The word connotes
I images of technology, robots, apps, and electronic

medical records, yet the actuality of innovation is
actually very different. Innovation is the ability of teams
in an organization to adapt to changes in the envi-
ronment. Long before the technology we now associate
with innovation, economists described innovation
simply as the way companies create new value and
implement it into the marketplace.1 Frontline nurses
add value to patients, the health system, and their own
profession on a daily basis. Although innovation work
is usually characterized as a technology these days,
innovation is also organizational culture changes, the
professional growth on the Journey to Magnet Excel-
lence, and the everyday workarounds that result in the
delivery in high quality care to the right patient, at the
right time, from the right team member. Health care
leaders need to better harness these daily innovations
in order to build the high performing systems they
desire. Specific tools that can be used to harness
innovation in the frontlines are discussed below.
KEY POINTS

ï¿½ Innovation requires leaders to manage
tensions.

ï¿½ Frontline nurses must be intentionally
engaged for successful innovation to occur.

ï¿½ Innovation requires the same rigor and
attention that other change management
and improvement efforts do.

June 2020
Innovation requires the same attention to detail and
rigor as that of performance improvement. The same
engagement of frontline teams, and the same organi-
zational support we place in creating playbooks for
hospital-acquired infections is needed for effective
innovation. Too many times in our travels and teaching
related to organizational change have we seen the
default innovation session result in 1000 sticky notes, a
few colored voting dots, and 8 hours of eliciting opinions
from people who came to the innovation session without
any clarity of the real problem to be solved.Usually these
sessions result in a handful of ideas that everyone loves
but no one executes, and the c

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