Leadership for Evidence-Based Innovation in Nursing and Health Professions

by Sandra Davidson, Daniel Weberg, Tim Porter-O'Grady, Kathy Malloch

Overview

Leadership for Evidence-Based Innovation in Nursing and Health Professions addresses the core competencies and behaviors required to be an innovative leader. This text fulfills the market need for an advanced practice resource focused on how to address new and emerging sources of evidence-based practice that can inform, translate and scale the complexity of leading innovation in healthcare organizations. Leadership for Evidence-Based Innovation in Nursing and Health Professions takes a patient-centered approach, discusses the perspectives on the dynamic of innovation and evidence as well as emerging competencies for leaders of healthcare innovation. To address the core competencies the text is expertly organized into four sections: I. Addresses the current landscape of evidence in innovation II. Examines new sources of evidence including technology and big data III. Discusses strategies for measuring innovation at a variety of system levels IV. Provides strategies to synthesize and disseminate evidence to advance innovation in healthcare. Key Features: • Teaches students how to mine and manage large data sets • Connects the idea of evidence-based practice to leadership practice • Addresses the gap in the knowledge base around research

Product Details

ISBN-13:	9781284099416
Publisher:	Jones & Bartlett Learning
Publication date:	03/11/2016
Edition description:	Older Edition
Pages:	552
Product dimensions:	6.00(w) x 8.90(h) x 1.40(d)

About the Author

Sandra Davidson is an Assistant Professor in the Faculty of Nursing at the University of Alberta. She earned a PhD in Leadership Studies and a Masters of Nursing from Gonzaga University in Spokane, WA. Sandra has held a range of senior leadership positions for academic healthcare programs including Dean of Nursing, Chief Academic Officer, and Senior Manager of Faculty Development. Sandra has also served as the Organizational Development and Clinical Education Specialist for Cancer Treatment Centers of America (CTCA) in Goodyear, Arizona. Her experiences as a clinical nurse include oncology care, chronic disease management and geriatrics. She has held a range of clinical positions such as staff nurse, clinical educator and clinical nurse specialist. Her clinical practice and academic posts span both the Unit ed States and Canada. Sandra has an extensive background in the art and science of health care innovation. She was one of the developers of the Master of Healthcare Innovation degree program (MHI) at Arizona State University's College of Nursing & Health Innovation. She taught widely within this curriculum and also served as the program's director. The MHI is an interdisciplinary degree that prepares students to design, implement and lead transformation in health care. Sandra has 15 years of experience as an evidence-based practice mentor and has facilitated a wide range of projects and workshops aimed at developing health care practitioner’s knowledge, skills and ability to become change agents and EBP champions. She has developed and taught EBP and Systematic Review courses for both undergraduate and graduate students across the health disciplines.

Dan Weberg is a nurse leader and expert in human-centered patient design and simulation and healthcare innovation with extensive clinical experience in the emergency department, acute in-patient hospital settings, and academia over past 10 years. Dan has held a variety of leadership roles, including nursing director, clinical faculty director, consultant, and has worked in settings such as direct nursing care in emergency departments, academic medical centers, large colleges of nursing, and private educational firms. Dan has extensive experience developing nursing technology strategy, collaborating with executive sponsors and key stakeholder groups, doing ground up collaboration with frontline nursing and care delivery teams, and leading and influencing teams at unit level, hospital-wide, and across health systems to lead and sustain innovative technology, informatics and education change initiatives. He earned his Bachelors in nursing, and was in the first cohort to graduate from the Masters in Healthcare Innovation and PhD in Nursing and Healthcare Innovation Leadership from Arizona State University. This makes Dan a chronic Sun Devil. Dan’s clinical background is in Emergency and Trauma nursing at level 1 trauma centers in California and Arizona. Dan is also faculty at Ohio State University College of Nursing and taught previously at Arizona State University in the subject of Innovation, Nursing and Leadership.

Tim Porter-O’Grady has been involved in health care for 45 years and has held roles from clinical provider to senior executive in a variety of American health care settings. Tim is currently senior partner of an international healthcare consulting firm in Atlanta GA. USA (Tim Porter-O’Grady Associates Inc.) since 1991 specializing in health futures, organizational innovation, conflict and change, as well as complex health service delivery models. He has advised leaders and policy-makers nationally on health reform during both the Clinton and Obama administrations. He is noted for his work on shared governance models, clinical leadership, conflict, innovation, complex systems, and health futures. Tim holds faculty-scholar positions at 2 major universities (Arizona State University and Ohio State University), and is a registered mediator and arbitrator and an APRN wound specialist. He is a clinical volunteer wound specialist practicing at Mercy Care Clinics and Street Medicine in Atlanta. He has published 23 books (8 have won AJN health care book of the year awards) and over 200 proctored journal articles. Tim has been called an enthusiastic, energetic and inspiring presenter and teacher and has lectured internationally at over 500 venues.

Kathy Malloch is a recognized expert in leadership and the development of effective evidence-based processes and systems for patient care. Her uncanny focus on accountability and results is the hallmark of her practice. Her expertise has been useful to many organizations across the country. A nationally known writer and speaker, Dr. Malloch has been a registered nurse for over 40 years. Kathy has published extensively in proctored health journals. She is a frequent presenter and author on leadership topics, healthcare innovation, professional nursing practice, and patient classification systems. Dr. Malloch served as the first program director for the Arizona State University, College of Nursing and Health Innovation, Master’s in Healthcare Innovation program. This innovative, multidisciplinary program is the first of its kind in the country. She continues to teach in the leadership of innovation track in the nursing doctoral program at Arizona State University. Most recently, Kathy and Tim Porter-O’Grady created the Executive DNP Program at OSU-College of Nursing, Columbus, OH. Kathy is the designer of the Expert Nurse Estimation Patient Classification System (ENEPCS), an innovative model to integrate the role of the professional nurse in daily nurse-patient staffing to achieve the best outcomes. In 2008, ENEPCS was purchased by API Healthcare, a GE Company. Dr. Malloch is a graduate of Wayne State University, College of Nursing, received an MBA from Oakland University and a PhD in nursing from the University of Colorado. She is a member of the American Academy of Nursing. Currently Dr. Malloch also serves as: Past-President of the Arizona State Board of Nursing Professor of Practice, Arizona State University, College of Nursing and Health Innovation Clinical Professor, Ohio State University, College of Nursing Senior Consultant for Tim Porter-O’Grady Associates

Table of Contents

Section 1 Evidence and Innovation: Using the Known to Lead into the Unknown
Chapter 1 Evidence-Based Practice and the Innovation Paradigm: A Model for the Continuum of Practice Excellence
Chapter 2 Innovation Leadership Behaviors: Starting the Complexity Journey
Chapter 3 Assessing Your Innovation and Evidence Capacity: Essentials for Organizational Infrastructures
Chapter 4 Patient-Centered Care, Evidence, and Innovation
Section 2 Supporting Innovation through Evidence
Chapter 5 Incorporating New Evidence from Big Data, Emerging Technology, and Disruptive Practices into Your Innovation Ecosystem
Chapter 6 Creating a Business Case for Innovation
Chapter 7 Emergence and Disruption: Working on the Edge of Evidence
Chapter 8 The Information Revolution: Using Data and Technology to Support Patient Care
Section 3 Measuring Innovation
Chapter 9 Setting the Stage for an Evidence-Based Practice Culture and Emergence of Innovation
Chapter 10 Recognizing Pattern Changes as Evidence for Innovation Work
Chapter 11 Failure and Resilience: The Lifeblood of Innovation
Section 4 Innovation and Evidence as an Integrated, Iterative Process
Chapter 12 Shifting Workforce Paradigms: From Quantity to Value-Driven Staffing Using Evidence and Innovation
Chapter 13 Shared Governance: The Infrastructure for Innovation
Chapter 14 Evidence-Based Education for Healthcare Innovation
Chapter 15 Building Diverse Part nerships in Health Care and Industry: How Organizations Must Part ner to Build Disruptive Futures
Chapter 16 Moving to the Future of Evidence, Innovation, and Leadership in Health Care

Editorial Reviews

Reviewer: Michalene A King, PhD, RN, CNE (Robert Morris University)
Description: This book describes the use of evidence-based innovations for leadership by nurses and other healthcare professionals.
Purpose: The goal was to develop a resource to support healthcare transformation combining evidence-based practice (EBP) and innovation. This worthy goal is met.
Audience: The audience includes current and future innovative leaders. The four editors all have academic experience and/or additional experience in leadership positions and the 12 contributors have academic experience or leadership experience.
Features: Divided into four sections, the book is designed to walk readers through the process of integrating EBP and innovation. The sections include using the known to lead the unknown, supporting innovation through evidence, measuring innovation, and innovation and evidence as an integrated and iterative process. Each chapter begins with objectives and includes other features such as discussions or questions, models, and current references.
Assessment: This is the first book of its kind that I have seen. It covers important information about EBP and leadership. It would be a great addition to the library of any healthcare leader.

Doody's Review Service