Please read the WSJ article that I’ve attached, 1-Summarize the article and Respond to the following questions:
2. What factors do you think best explain how Nike became so large and dominant in the athletic shoe market?
3. What would you recommend Nike do to succeed in the ‘athleisure’ market?
4. What marketing research methods would you recommend to Nike to help it stay abreast of changing consumer tastes?
You can use this article and library resources for this writing assignment. Please cite your sources (Provide in-text citations and a reference page). please don’t copy & paste at all
The Quality and Safety Education for Nurses (QSEN) was developed to facilitate the identification of specific competencies in nursing students before they can graduate and become licensed professionals. According to QSEN, safety is minimizing the risk of harm to patients as well as providers through system effectiveness and individual performance. Through QSEN, studies move beyond the traditional focus of care for individual patients by incorporating the complexity of care delivery systems hence preparing the students beforehand (Lewis, Stephens & Ciak, 2016). This paper features a plan of how QSEN safety competencies can be implemented and reviewed continuously in the workplace.
The Four Safety Elements to be initially Included
Before an organization can achieve a culture of safety, it must first have a strong, committed leadership which will ensure the engagement and empowerment of each and every employee (Sherwood & Zomorodi, 2014). The four safety elements to be included initially are; accepting safety as the priority of the organization, teamwork, patient involvement, and lastly openness and accountability.
Safety as Priority of the Organization
The values of healthcare providers and organizations should be based on the creation of a safe hospital environment. To pay more attention to individual wellbeing, it is important to focus not only on minimizing their suffering, but also on the improvement of their overall quality of life (Sullivan, 2010). This must be included in the initial safety elements as it has a lot of benefits such as improving relationships, enhancing the level of satisfaction in patients and employees, and it also enhances the efforts of employee retention. Once the management has made it clear that safety is a priority in the organization, employees will also realize that the leadership values concur with their own (Lewis, Stephens & Ciak, 2016). This is because policies and procedures will also be in line with patient safety.
With an effective teamwork, patients tend to enjoy an almost immediate and positive impact on their safety. Building effective teams is becoming more important especially since there is an increased complexity and specialization of care. The fact that there is a global workforce shortage makes it even more important to create effective teams (Sullivan, 2010). Basically, having teams is not the focus, but rather having teams that can deliver care effectively (Dolansky & Moore, 2013). This element of safety must, therefore, be included initially because it will guide the new staff on how they can make their teams more effective when handling patients. It will show them how they are expected to interact with one another, how best to resolve conflicts, and how they can include the patient in the team.
Patient involvement features the inclusion of the patient in decision making processes with regards to treatment. This element of safety is viewed as an important component that is bringing about a redesign of healthcare processes. Today, most patients want to have a say in their treatment process and decision making. This is why this element of safety must be included in the initial implementation. The new staff needs to embrace the fact that patients must be considered as part of the medical team (Dolansky & Moore, 2013). As such, no decisions should be made without first consulting them. In addition, no decisions should be imposed on them against their wishes. The healthcare system is becoming more complex, hence it is important to prepare the new staff on the issue of patient involvement.
Openness and Accountability
Throughout the treatment process, openness and accountability is recommended as it will eventually ensure patient safety. The employees need to maintain openness for all issues including any errors that may have occurred. Patient safety concerns should also be shared openly. This is important as it ensures the organization makes changes on areas that need to be improved so as to avoid a recurrence of the error or near error. Before placing employees in teams, they need to know their roles as this is what will enable proper accountability (Flores, Hickenlooper & Saxton, 2013). This element of safety is needed at the initial implementation as patient safety cannot be guaranteed without it. Mostly, medical staff feels compelled to hide their errors and not be accountable for their actions due to fear of lawsuits. However, with proper accountability improvements can be made on the system, hence ensuring patient safety even in future.
The Time Frame for Implementation
The implementation of the plan will take four months. Each element of safety will be introduced monthly. A reason for this is that change in the organization must always be introduced gradually with care so as to avoid resistance to change. As such, the implementation will require a month for each element as this will provide room for the application of Kurt Lewin’s change model. According to the model, the introduction of change requires three steps; unfreeze, change, refreeze.
During the unfreeze change, the medical staff will be introduced to the element of safety that is to be introduced (Burnes, 2004). They will be given time to learn more about it, to ask questions, and even understand its importance in the organization. After they have shown signs of embracing the change, the second step will be introduced. This features the actual implementation of change. Close monitoring is important as it will identify the early signs of resistance (Burnes, 2004). In case this is noted, measures to reassure the employees should be taken. Once all employees seem comfortable with the change, the last phase which is refreeze will be implemented. This phase is supposed to cement the new adaptation in place so that employees will not revert to their old ways of working (Burnes, 2004).
The Process of Evaluation of the Plan
The plan will be evaluated basing on several factors. These are patient feedbacks, employee productivity, current levels of errors or near errors. Patient feedbacks are very important as they show whether or not the intended level of satisfaction is achieved (Dolansky & Moore, 2013). If more patients give positive feedback than before, it will mean that the plan was effective as patient satisfaction has been improved.
Employee productivity depends on their job satisfaction. For employees to be satisfied with their jobs, they must feel safe when taking care of patients (Flores, Hickenlooper & Saxton, 2013). They also need to feel involved in decision making processes which affect them directly. Therefore, when productivity of employees increases, it means that they are more satisfied and feel safer as a result of the new safety elements.
The current levels of errors and near errors are also very important in evaluating the plan. This is because safety elements are meant to reduce and prevent errors and near errors. Therefore, when the level has reduced drastically, it will mean the plan has been effective.
Sustainability of the Proposal
This proposal is sustainable as staffing does not have to change. It can still be implemented with the present employees without making any changes. The plan to maintain and evaluate safety competencies on the unit will be able to continue as these elements that will be introduced are in line with the QSEN competencies.
The safety elements that must be introduced initially are accepting safety as the priority of the organization, teamwork, patient involvement, and lastly openness and accountability. This is because they are elements which are meant to bring about an almost immediate change in safety within an organization.
Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal Of Management Studies, 41(6), 977-1002. doi:10.1111/j.1467-6486.2004.00463.x
Dolansky, M. A., & Moore, S. M. (2013). Quality and Safety Education for Nurses (QSEN): The Key is Systems Thinking. Online Journal Of Issues In Nursing, 18(3), 1-12. doi:10.3912/OJIN.Vol18No03Man01
Flores, D., Hickenlooper, G., & Saxton, R. (2013). An Academic Practice Partnership: Helping New Registered Nurses to Advance Quality and Patient Safety. Online Journal Of Issues In Nursing, 18(3), 1-11. doi:10.3912/OJIN.Vol18No03Man03
Lewis, D. Y., Stephens, K. P., & Ciak, A. D. (2016). QSEN: Curriculum Integration and Bridging the Gap to Practice. Nursing Education Perspectives (National League For Nursing), 37(2), 97-100. doi:10.5480/14-1323
Sherwood, G., & Zomorodi, M. (2014). A New Mindset for Quality and Safety: The QSEN Competencies Redefine Nurses’ Roles in Practice. Nephrology Nursing Journal, 41(1), 15-72.
Sullivan, D. T. (2010). Connecting Nursing Education and Practice: A Focus on Shared Goals for Quality and Safety. Creative Nursing, 16(1), 37-43. doi:10.1891/1078-4518.104.22.168