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My previous discussion with my professor addressed the challenges faced by nurses, especially during the COVID-19 pandemic, highlighting issues such as resource limitations, increased workload, mental and physical fatigue, and organizational responses to these challenges. The conversation emphasized the importance of understanding these struggles within the context of healthcare operations and staff well-being.

Building on this, I shared my anticipation of barriers to meeting my practicum objectives amidst the pandemic environment. These include the rapid and ongoing changes in hospital protocols, the emotional and physical exhaustion of frontline staff, and my dual role as a nurse manager and student. I also discussed the potential need to revise my project title to better reflect current literature and the broader impact of COVID-19 on nurses beyond surgical specialties, including psychological and physical effects.

Further, I acknowledged the heavy workload on my staff and my personal responsibilities, such as guiding my children through homeschooling during these times. Despite these challenges, I expressed a commitment to learning from lived experiences and appreciated the understanding and support from my professor, recognizing the importance of resilience and adaptability in such crises.

Sample Paper For Above instruction

Introduction

The COVID-19 pandemic has profoundly affected healthcare systems worldwide, influencing the operational dynamics and psychological well-being of healthcare professionals. Nurses, being at the frontline, face unique challenges that threaten both their physical safety and mental health. This paper explores these issues within the context of Houston Methodist Hospital (HMH), analyzing the barriers to implementing improving objectives, and proposing strategies that align with current evidence-based practices.

Challenges Faced by Healthcare Workers During the Pandemic

Numerous studies have documented that nurses and other frontline workers experienced increased occupational hazards, resource scarcity, and emotional strain during the COVID-19 crisis (Adams & Walls, 2020). At HMH, these challenges manifested as a shortage of Personal Protective Equipment (PPE), inadequate testing capacities, and increased workload due to redeployment and extended shifts (Ortegon, 2020). The psychological impacts, including stress, anxiety, and burnout, were exacerbated by fears of infection, concerns over patient outcomes, and the uncertainties surrounding the pandemic's trajectory (Pollard, 2001).

Such conditions require resilient healthcare leadership that emphasizes clear communication, resourcefulness, and support systems to mitigate adverse outcomes. The HMH faced these issues upfront by establishing daily briefings, providing mental health resources, and ensuring PPE availability, yet ongoing challenges persisted. This emphasizes the importance of integrating organizational strategies with individual resilience frameworks to support staff well-being effectively (Sasangohar et al., 2020).

Barriers to Implementing Objectives in the Context of COVID-19

My specific objectives include increasing awareness of the pandemic's impact among hospital staff, understanding its effects on budgeting, and emphasizing teamwork’s importance. However, several barriers challenge these goals:

• Rapidly Changing Environment: The dynamic nature of COVID-19 has meant frequent updates to protocols, requiring continuous adaptation and learning, which can dilute focus on long-term objectives (Lancaster et al., 2015).
• Frontline Responsibilities: As a nurse manager actively involved in pandemic response, balancing clinical duties with administrative tasks creates significant workload and mental fatigue (Anthony & Yastik, 2011).
• Family and Personal Responsibilities: Managing homeschooling and personal family needs adds to stress levels, diverting attention from strategic planning and project execution.
• Organizational Priorities: Preoccupation with clinical readiness, compliance, and accreditation processes, such as the upcoming MAGNET re-designation, can hinder focus on educational objectives (Hannan & Olivo, 2017).

Proposed Strategies to Overcome Barriers

To mitigate these obstacles, a multifaceted approach is necessary:

1. Prioritize and integrate objectives into daily workflows: Embedding awareness activities into routine clinical meetings can enhance engagement without additional burdens.
2. Leverage technology for communication and education: Utilizing virtual platforms for updates and training minimizes disruptions and promotes continuous learning (Lancaster et al., 2015).
3. Seek organizational support for staff well-being: Advocating for mental health resources, flexible scheduling, and recognition initiatives can sustain morale and productivity (Sasangohar et al., 2020).
4. Time management and delegation: Effective delegation and scheduling can allocate manageable workloads, allowing focus on strategic goals while fulfilling frontline responsibilities.
5. Build resilience through peer support: Establishing support groups or peer debriefings helps address emotional exhaustion and fosters a supportive community (Showalter, 2013).

Conclusion

The COVID-19 pandemic has presented unprecedented challenges to nursing staff and healthcare administrators alike. Despite significant barriers related to rapid organizational changes, personal responsibilities, and resource constraints, strategic planning rooted in evidence-based practices can enhance the achievement of professional objectives. Emphasizing resilience, effective communication, and organizational support will be vital in navigating current challenges and preparing for future crises.

References

• Adams, J. G., & Walls, R. M. (2020). Supporting the health care workforce during the COVID-19 global epidemic. JAMA, 323(15), 1439–1440.
• Anthony, J., & Yastik, J. (2011). Nursing students' experiences with incivility in clinical education. Journal of Nursing Education, 50(10), 579–582.
• Hannan, J., & Olivo, Y. (2017). Craft a positive nursing digital identity with an ePortfolio. American Nurse Today.
• Lancaster, S., Kolakowsky-Hayner, J., Kovacich, N., & Greer-Williams. (2015). Interdisciplinary communication and collaboration among physicians, nurses, and unlicensed assistive personnel. Journal of Nursing Scholarship, 47(6), 563–570.
• Ortegon, L. (2020). Houston Methodist Hospital-Nursing Strategic Council. Nursing.
• Sasangohar, F., Jones, S., Masud, F. N., & Kash, B. A. (2020). Provider burnout and fatigue during the COVID-19 pandemic: Lessons learned from a high-volume intensive care unit. Anesthesia & Analgesia, 131(1), 88–92.
• Pollard, T. M. (2001). Changes in mental well-being, blood pressure, and total cholesterol levels during workplace reorganization: The impact of uncertainty. Work & Stress, 15(1), 14–28.
• Showalter, S. (2013). Compassion fatigue: What is it? Why does it matter? Recognizing the symptoms, acknowledging the impact, developing the tools to prevent compassion fatigue, and strengthen the professional already suffering from the effects. American Journal of Hospice and Palliative Care, 30(4), 339–341.