Innovation

Creator:   Joyce Batcheller
Updated:   3/7/2014
Contains:  6 items
How can we provide better access to care that is safer and more affordable? What is needed in order reduce health care costs while improving the patient experience? How can we unleash the creative power of the people that work within our organizations –at all levels? To meet these kinds of challenges leaders are focusing on developing a more innovative workforce with an innovation friendly culture.

Leaders need to frame the problems or opportunities they are facing and then build on people’s energy and creativity to generate and test new ideas. There is a need for nursing leaders to better understand and build competencies that are needed in order to support this concept. This special issue of the Nursing Administration Quarterly is focused on Innovation.

There is a sense of urgency to make improvements that will substantially decrease costs and improve outcomes. Relationships between executives and staff will need to shift from hierarchical to collaborative at all levels.

All of these articles provide important insights and collectively summarize the importance of innovation. This is a critical time for leaders to be energized and engaged in creating a vision that inspires others to think outside the box.

Innovation in Healthcare: A Concept Analysis

Weberg, Dan

Nursing Administration Quarterly. 33(3):227-237, July-September 2009.

This special issue begins with a concept analysis of innovation in healthcare by Weberg. In this article the definition of the word innovation, antecedents that are needed for innovation to occur and examples of innovation are described. Innovation is decribed as being more than just new ideas. The systhesis of findings regarding innovation suggest that it may be time to use complex, adaptive system implementation strategies for better success.

Evidence-based Practice: How Nurse Leaders can Facilitate Innovation

Shirey, Maria R.

Nursing Administration Quarterly. 30(3):252-265, July-September 2006.

The role of nurse leaders facilitating evidenced based nursing practice (EBNP) using a theoretical framework grounded in innovation diffusion theory is described by Shirey. There are four areas of focus: components of innovation diffusion theory, review of EBNP adoption literature, strategies to support innovation diffusion theory and a leadership call to action. This summary reinforces the American Organization of Nurse Executives (AONE) call to action to advance EBNP and innovation.

Caring for Innovation and Caring for the Innovator

Unterschuetz, Caryn; Hughes, Paula; Nienhauser, Daniel; More

Nursing Administration Quarterly. 32(2):133-141, April-June 2008.

Caring for the innovator by Unterschuetz et al describes what is needed to enhance a healthcare culture that recognizes and supports the innovator using the caring theory. Innovations require leaders to promote creative, innovative, risky activities which is not the norm in healthcare. The authors are individuals who attended one of the early Master in Healthcare Innovation programs in 2008. Their insights and intervention examples are well outlined.

Innovation Amidst Radical Cost Containment in Health Care

Beard, Edward L. Jr; Sharkey, Kim

Nursing Administration Quarterly. 37(2):116-121, April/June 2013.

Beard and Sharkey provide how two community hospitals used the principles of the Magnet Recognition Program to develop and implement innovative approaches to improve the workforce practices to support cost reductions and enhanced patient outcomes. The Magnet standards emphasize the need to support frontline staff in transformational practices. Examples of innovative ideas that were implemented are described. These examples illustrate the kind of “possibilities” an organization can achieve using this approach.

Advancing Innovation in Health Care Leadership: A Collaborative Experience

Garcia, Victor H.; Meek, Kevin L.; Wilson, Kimburli A.

Nursing Administration Quarterly. 35(3):242-247, July/September 2011.

An innovative certificate program is described in an article by Garica and colleagues. The target audience was healthcare leaders who did not plan to return for formal education and/or all ready had completed graduate education. This collaborative approach between Mercy Gilbert and the Arizona State University is a great innovative idea. Several examples of innovative practices are shared along with their measurable results.

Developing High-Level Change and Innovation Agents: Competencies and Challenges for Executive Leadership

Malloch, Kathy; Melnyk, Bernadette Mazurek

Nursing Administration Quarterly. 37(1):60-66, January/March 2013.

Malloch and Melnyk describe ten competencies they believe are essential for contemporary executive leaders. Innovation, evidence driven leadership and how the digital world is impacting both work and personal space are described in more detail.