Prof's Video On Picking Topics

Profs Video On Picking Topichttpsscreencast O Maticcomwatchc0

Profs Video On Picking Topichttpsscreencast O Maticcomwatchc0

PROF'S VIDEO ON PICKING TOPIC: Also, if you have no idea what to choose I attached a document with a list of sample topics from which you may choose, if need be. Purpose: Remember the Final Project options you reviewed and discussed in your Introduction Discussion? This brainstorming discussion is where you should get more specific about your ideas for your Final Project. Even if you're still unsure about the details of your topic or your thesis, engaging with your fellow students should get you a little further down the road. Many find choosing a topic the hardest part of the project, so if you are totally lost as to any topic you find fascinating, you may choose a topic from a list of examples, if need be. (See attached document below).

There are just a few rules and guidelines to keep in mind: 1) No topic may cover history from the Civil War or earlier (must be our course time period). (Examples of rejected topics: colonization, American revolution, early Native American relations) 2) No topic may be entirely in the 21st century, and if a topic took place in the 1990s to the twenty-first century, get approval first. (Examples of past rejected topics: BLM movement, social media history, Trump/Clinton campaign) 3) Content must be fully United States history, not topics that focus on other nations or people in other nations. (Examples of past rejected topics: the Holocaust/Anne Frank, historical culture in the Congo, politics in Colombia) 4) Topics cannot be too vague or broad, but must be narrowly focused. (Examples of past rejected topics: overview of the Civil Rights Movement, women's history from the Civil War to today, "sports" history without specifying just one)

Task: Share with your classmates what you're thinking of in terms of:

- your idea for a topic, or multiple ideas or subjects if unsure

- ideas for a possible working thesis/claim/argument, only if possible

- the time period you might be considering (one year, a decade, a century?)

- and format/modality (essay, audio PPT, video?)

Also, briefly explain your thought process so far - what you like and what you're unsure of. Feel free to ask questions as well. Check the UNC Writing Center's Thesis Statements page for help developing your thesis.

Mission Medical Center is a 700-bed hospital in an urban city in the Southwest. Mission is part of a vertically integrated healthcare system with physician medical groups, ambulatory care settings, surgical centers, a psychiatric hospital, an orthopedic specialty hospital, and a children’s specialty hospital, all within a 50-mile radius. The nursing division is organized under a chief nursing officer (CNO), who is also the chief operating officer (COO). John, with 25 years of nursing leadership experience, has served as CNO for the past 10 years. Six nursing directors report to him, overseeing Medical-Surgical, Surgical, Maternal-Newborn, Rehabilitation, Emergency, and Support Services. John convenes weekly meetings with these directors for a Nursing Operations Council, focusing on operational aspects of patient care. Monthly, he meets with directors and clinical nurse specialists (CNSs) at the Nursing Executive Council, promoting nursing professionalism, patient outcomes, research, and a healthy work environment.

Recognized as a Magnet organization, Mission Medical aims for redesignation in two years. The hospital’s excellence in patient care, staffing, technology, and financial stability attracts top specialists, insurers, and community members. Recently, the council discussed potential changes due to penalties from the Affordable Care Act and stagnant 30-day readmission rates, which impact reimbursement tied to patient outcomes. Leaders are focused on ensuring patients are fully prepared to care for themselves post-discharge to reduce readmissions.

John encourages open discussion among nurse leaders, considering organizational changes to support innovative ideas to lower 30-day readmission rates. After brainstorming, he challenges teams to develop strategies with measurable outcomes and return on investment, offering incentives for the best proposals. One team suggests introducing a discharge resource nurse to coordinate post-discharge needs, assess patient understanding, and educate families. Their success measure is reduced readmissions and cost savings.

Another team proposes a patient-centered care approach emphasizing empowerment, engagement, and activation, with standardized education and assessments to evaluate patient readiness and knowledge. The third team recommends a collaborative, interprofessional rounding model, involving a Clinical Nurse Leader (CNL) responsible for care coordination, self-care instruction, and post-discharge follow-up, supported by additional roles and structured communication efforts.

Feedback from executives and a guest consultant highlights the potential of combining all proposals into a comprehensive strategy. This includes using a standardized readiness for discharge assessment tool and post-discharge follow-up calls. The finance team estimates costs and ROI for implementing new roles and interventions, recognizing the risks and benefits involved.

Ultimately, the hospital considers a multi-faceted intervention combining discharge coordination, patient education, interprofessional collaboration, and post-discharge follow-up to reduce readmissions. The initiative aims to improve quality, satisfaction, and financial performance, aligned with organizational goals and evidence-based practices.

Questions include:

1. What are your thoughts about John’s approach to using friendly competition among the groups to motivate creative solutions?

2. How might the transformation of their proposals into a combined solution influence future creativity among nurse leaders?

3. What barriers could nursing leaders face when implementing the final proposed strategies?

4. What leadership theory is illustrated by this approach?

Paper For Above instruction

The approach John employed in fostering innovation among nursing leaders through friendly competition exemplifies transformational leadership principles that prioritize motivation, engagement, and strategic thinking. By dividing teams and incentivizing them with a prize, John effectively created an environment that encourages creative problem-solving and active participation—a hallmark of transformational leadership (Bass & Avolio, 1994). This method leverages extrinsic motivation to inspire intrinsic motivation, fostering a sense of ownership and commitment among team members as they work toward a common goal: reducing readmission rates.

The transformation of individual proposals into an integrated, comprehensive strategy could have both positive and negative implications for future innovation. On the positive side, it fosters collaboration and a systems-thinking mindset, pushing nurse leaders to consider holistic solutions rather than isolated interventions (Cummings et al., 2018). However, there is a risk that this process might suppress future creativity if leaders perceive their ideas as subordinate to a combined approach, potentially leading to conformity or reduced willingness to propose novel ideas independently (Amabile, 1996). Therefore, it is essential that organizational culture continues to value and reward individual creativity alongside collaborative problem-solving.

Implementing the final multifaceted strategy may encounter several barriers. Resistance to change is common in healthcare settings, often driven by concern over increased workload, resource allocation, and institutional inertia (Kotter, 1998). Staff may also be skeptical about new roles, such as the discharge resource nurse or CNL, fearing role ambiguity or added responsibilities without clear benefits. Additionally, logistical challenges in training, coordinating among interdisciplinary teams, and establishing effective measurement systems could hinder implementation (McAuliffe et al., 2017). Addressing these barriers requires strong leadership, effective communication, and ongoing support to foster buy-in and adaptation.

The leadership approach demonstrated in this scenario aligns with transformational leadership theory, which emphasizes inspiring and motivating followers to achieve organizational goals through shared vision, innovation, and empowerment (Burns, 1978). John’s encouragement of open dialogue, recognition of team efforts, and focus on collective outcomes exemplify transformational behaviors. Such leadership fosters an environment where innovation is valued, and followers are empowered to contribute ideas proactively, ultimately leading to organizational change and improved patient care outcomes (Bass & Avolio, 1994).

References

• Amabile, T. M. (1996). Creativity in Context. Westview Press.
• Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness Through Transformational Leadership. Sage Publications.
• Cummings, G. G., Tate, K., Lee, S., & Diehl, D. (2018). Leadership Styles and Outcomes in Health Care. Nursing Leadership, 31(4), 44-57.
• Kotter, J. P. (1998). Leading Change. Harvard Business Review Press.
• McAuliffe, E., McMahon, M., Timmins, F., Sheerin, F., & Haigh, C. (2017). Leadership and Management Development in Nursing Practice. Journal of Nursing Management, 25(2), 132-139.