Diversity Project Kickoff Presentation Learner’s Name Capella University

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Diversity Project Kickoff Presentation Learner’s Name Capella University

Collaboration, Communication, and Case Analysis for Master’s Learners

Diversity Project Kickoff Presentation

December, 2019

Hello, and welcome to the kickoff presentation for the new project initiated by Mercy Medical Center to create a diverse and inclusive workplace. This kickoff presentation aims to provide details about the need for a diverse and inclusive workplace at Mercy Medical Center, the objectives of the diversity and inclusion project, and the committee executing the project.

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Presentation Outline

Need for a Diversity Project

Objectives of the Diversity Project

Composition of the Workforce Diversity Steering Committee

Role of the Committee

Developing Interprofessional Collaboration

Characteristics of a Diverse and Inclusive Workplace

Benefits of a Diverse and Inclusive Workplace: Examples From the Field

 

Here is an outline of the presentation. We will begin by understanding the need for a diversity project. We will then look at the objectives of the diversity project. Next, we will discuss the composition of the team involved in this project, along with the characteristics the team must possess to successfully implement this project. We will then look at the various strategies that will help promote interprofessional group collaboration. Finally, we will look at the characteristics and benefits of a diverse and inclusive workplace.

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Need for a Diversity Project

Diversity is a sign of cultural respect

Diverse medical centers promote access to high-quality health care for minority populations

Diverse workforce puts patients at ease (Edmund, Bezold, Fulwood, Johnson, & Tetteh, 2015)

Diversity projects will set a course to ensure compliance with workplace diversity laws

 

Based on a recent internal survey, leadership at Mercy Medical Center realised that close to 67% of staff felt that it was underrepresented. Further, when members of the leadership analysed the patient satisfaction scores of the last 3 years, they found that the scores had dropped and that this was influenced by a lack of representation of the diverse patient base. A diverse and an inclusive workplace is a sign of cultural respect. It also portrays that the medical center is respectful and responsive toward the requirements of diverse patient populations. Health care centers need to be diverse and inclusive to promote an environment that influences positive health outcomes. A culturally diverse workforce represents people from all walks of life, which puts patients at ease. It is important to consider the needs of patients to make health care accessible. This can be done by addressing the diversity in the patient base the medical center serves. Patients may belong to different cultural backgrounds, have different sexual orientations, or face language barriers. A diverse workforce would help patients relate to the hospital staff, thereby ensuring better health outcomes (Edmund et al., 2015). The need for a diverse workplace was also recognized by the Government of the United States when the Department of Health and Human Services initiated the National Standards for Culturally and Linguistically Appropriate Services (CLAS) to eliminate health care disparities by ensuring that all cultural and language barriers are addressed (Edmund et al., 2015). Mercy Medical Center has realised the need for a project that addresses the issue of diversity and inclusion in the hospital and has, therefore, initiated the Diversity Project.

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Objectives of the Diversity Project

Creating a Workforce Diversity Steering Committee

Sensitizing members of the committee to the requirements of workplace diversity

Establishing processes for encouraging interprofessional collaboration

 

 

Here are the objectives of the diversity project. Mercy Medical Center will establish a Workforce Diversity Steering Committee. This committee will consist of members with different ethnic, racial, and cultural backgrounds, sexual orientations, and language preferences. The members of the committee will also ensure gender diversity in the committee. The second objective of the project is to sensitize the committee to existing gaps in the center’s diversity and inclusion practices. This will help the committee prepare an agenda that will be appropriate and feasible for the medical center. Once the committee is ready to execute its plan of action, the next objective of the project would be to establish a process to encourage interprofessional collaboration in the medical center. Interprofessional collaboration would lead to effective communication and the exchange of expertise, which would enhance the center’s productivity.

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Composition of the Workforce Diversity Steering Committee

Decision-making wing

Leadership (CEO, CFO, COO, etc.)

Heads of departments

Chief of Medicines

Chief of Surgeons

Chief of Residents

Head of Nursing Staff

 

Executive wing

Doctors

Nurses

Administrative staff

The Workforce Diversity Steering Committee, created to address the ongoing diversity issue at Mercy Medical Center, will have two wings: the decision-making wing and the executive wing. The decision-making wing will comprise members of the board such as the Chief Executive Officer, Chief Financial Officer, and Chief Operations Officer. The decision-making wing will also be made up of the heads of all the departments at Mercy Medical Center, the Chief of Surgeons, the Chief of Residents, the Chief of Medicine, and the Head of Nursing Staff. The executive wing will comprise representatives from hospital staff such as doctors, nurses, and administrative staff. Sixty percent of the members of the committee will be women. The structure of the committee is such that 54% of the committee will be composed of people from different ethnicities such as Hispanics, Asian Americans, African Americans, and Latin Americans. The committee will not display data regarding the sexual orientation of committee members, as this is a matter of personal discretion. The committee will comprise people from different age groups. Approximately 50% of the team will be people under the age of 30, 30% will be people between the ages 31 and 60, and 20% of will be people over the age of 60.

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Role of the Committee

Representation during recruitment

Training and sensitization on the requirements of a diverse organization

Constant communication with hospital staff

Identification and addressal of disparities due to lack of diversity

Clear communication of organizational goals

Adherence to standards set by CLAS (Edmund et al., 2015)

 

The most important role of the Workforce Diversity Steering Committee is to ensure that the medical center’s staff respects diversity in terms of age, gender, sexuality, culture, and language so that patients feel comfortable with the medical team . While recruiting staff members, it is essential that they possess certain characteristics such as sensitivity to the needs of people from different religious backgrounds and ethnicities. Addressing language and cultural differences will ensure that there is no miscommunication between patients and staff. Further, addressing issues related to diversity of age, gender, and sexuality ensures accessibility to health care without hesitation. The committee will meet on a bimonthly basis to ensure that all project objectives are on track without any deviation. This meeting will also be required to ensure that there is no miscommunication. Potential staff also needs to be evaluated for qualities such as empathy and the ability to treat patients without any kind of bias. The committee will also train and sensitize new staff members, along with the existing staff, on the requirements of a diverse patient base. These requirements could be the specific needs of different genders or individuals with different sexual orientations or awareness of specific religious restrictions. Staff will also be trained to manage patients who are differently abled. Training staff will also help them identify and remove their biases so that they can better connect with patients. To understand the extent to which diversity issues have impacted the center, the committee will identify disparities due to the absence of a proper diversity committee. This will be done through thorough reporting and documentation of diversity-related issues faced by patients along with extensive collection of data pertaining to demographic diversities. The committee will also be responsible for maintaining awareness about the importance of diversity and inclusion at workplaces to ensure the achievement of organizational goals . The committee will also ensure adherence to the standards of equity and cultural responsiveness set by CLAS (Edmund et al., 2015)

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Developing Interprofessional Collaboration

Setting common goals

Establishing communication structures

Conducing team-building exercises

Rewarding efforts (Morley & Cashell, 2017)

 

A diverse and inclusive medical center requires interprofessional collaboration . To ensure successful interprofessional collaboration, the committee must first set common goals for all staff members. This will help establish a uniform direction toward which everyone has to work to achieve organizational goals. The next step will be to establish a strong structure of communication. This will help reduce barriers in the flow of the right information. Communication will also enable staff members to share their experiences. This exchange of information will be helpful when the medical staff encounter similar situations because it provides practical insights into how a situation can be handled. This can lead to greater patient satisfaction. The committee will promote team building through training, workshops, and discussions that will help staff members from different teams collaborate to treat a patient. These team-building exercises help improve communication through informal channels, thereby building trust and confidence in the expertise of fellow staff members. Rewarding efforts to collaborate and comply with the diversity principles set by CLAS and the committee will encourage staff members to respect differences. Rewarding collaboration will encourage staff members to collaborate further (Morley & Cashell, 2017).

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Characteristics of a Diverse and Inclusive Workplace

Representation of a diverse population

Clearly communicated objectives

Interprofessional collaboration

Promotion of continuous learning (Morley & Cashell, 2017)

 

The most evident characteristic of a diverse and inclusive workplace is the representation of a diverse population, both as employees and as clients, within the organization. This also reflects acceptance and respect for differences. Another characteristic of a diverse and inclusive organization is that all goals are clearly communicated to ensure that all members of the workplace work in tandem and that there is no deviation from the goals of diversity and inclusion. This is essential for achieving positive health outcomes and greater customer satisfaction. In a diverse workplace, individuals from different areas of specialization exchange experiences and expertise to attain a common goal. A diverse workplace also promotes continuous learning in the form of team-building exercises, discussions, training for sensitization, and so on. Training conducted on a frequent basis or brainstorming sessions conducted to arrive at a solution help upskill staff. The need to be aware of a diverse patient base encourages continuous learning (Morley & Cashell, 2017).

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Benefits of a Diverse and Inclusive Workplace: Examples from the Field

CHRISTUS Health

Main Line Health

Robert Wood Johnson University Hospital (Health Research & Educational Trust, 2015)

 

CHRISTUS Health, a multistate hospital, initiated an organization-wide commitment to diversity and inclusion in 2011. The focus was on fighting any kind of unconscious bias, sensitizing staff to generational differences, and ensuring training to promote development for all employees. This helped increase diversity in leadership from 13% to 23%. The hospital also realized the importance of a reliable infrastructure for understanding demographic diversity. This initiative led to an increase in satisfaction for staff as they felt more represented than before. Main Line Health, a Philadelphia-based not-for-profit organization, cultivated a culture of diversity and inclusion to increase access to health care. This was done by increasing diversity among board members, thereby addressing barriers to health care faced by a diverse patient. This initiative led to the creation of the Medical Student Advocate program, which helped more than 300 patients and their social needs. Robert Wood Johnson University Hospital, based out of Central New Jersey, implemented its first diversity and inclusion program in 2012. The program focused on including women, African Americans, Asian Americans, and the LGBT community in leadership roles in the hospital. A survey conducted in 2014 revealed that the employee satisfaction had increased in 2 years by 30% (Health Research & Educational Trust, 2015).

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References

Edmund, M., Bezold, C., Fulwood, C. C., Johnson, B., & Tetteh, H. (2015). The future of diversity and inclusion in health services and policy research: A report on the academyhealth workforce diversity 2025 roundtable. Retrieved from https://academyhealth.org/sites/default/files/AH_230DiversityReport%202015_09.15.pdf

Health Research & Educational Trust. (2015, July). Diversity in health care: Examples from the field. Retrieved from https://aha.org/system/files/2018-01/eoc_case_studies.pdf

Morley, L., & Cashell, A. (2017). Collaboration in health care. Journal of Medical Imaging and Radiation Sciences, 48(2), 207–216. https://doi.org/10.1016/j.jmir.2017.02.071

 

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 3-4 page letter in which you analyze your leadership skills and how you would use them to lead a project requiring group collaboration. 

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3-4 page letter in which you analyze your leadership skills and how you would use them to lead a project requiring group collaboration.

 

Instructions

Develop a 3–4 page professional response to the supervisor using the Letter Template [DOCX], which has two main components. In your response:

  • Identify the qualities of a successful leader and compare them to your own leadership characteristics.
  • Make recommendations on how to lead and foster teamwork.
Additional Requirements

Your assessment should also meet the following requirements:

  • Written communication:
    • Express your main points, arguments, and conclusions coherently.
    • Use correct grammar and mechanics.
    • Proofread your writing.
  • Length: 3–4 double-spaced pages.
  • Font and font size: Times New Roman, 12 point.
  • References: Support your claims, arguments, and conclusions with credible evidence from 2–3 current, scholarly or professional sources.
  • APA format: Apply current APA formatting to all in-text citations and references.

Please refer to the scoring guide for details on how your assessment will be evaluated.

Note; an example is uploaded below

Running head: LEADERSHIP AND GROUP COLLABORATION 1

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Running head: LEADERSHIP AND GROUP COLLABORATION 1

 

Copyright ©2019 Capella University. Copy and distribution of this document are prohibited.

 

 

 

 

 

 

 

 

Leadership and Group Collaboration

Learner’s Name

Capella University

Collaboration, Communication, and Case Analysis for Master’s Learners

Leadership and Group Collaboration

December, 2019

 

 

 

LEADERSHIP AND GROUP COLLABORATION 2

Copyright ©2019 Capella University. Copy and distribution of this document are prohibited.

December 28, 2019

 

Lynnette

Lakeland Medical Clinic

Hello, Lynnette! I am thankful and excited to take on the proposed project. I strongly

believe effective leadership in health care is a critical component in the success of an

organization. This project is a great opportunity to enhance my skills in solving

organizational issues such as the diversity issue at Lakeland Medical Clinic. I understand

from your e-mail the primary issue we must focus on is the staff’s lack of cultural

competence. Culture affects the way we comprehend our reality, how we communicate, and

how we perceive our surroundings (Center for Community Health and Development, 2019).

As our population becomes more culturally diverse, it is important for health care centers to

be culturally competent. For an organization to be culturally competent, it is important for

employees to communicate effectively and appreciate the diversity of cultures (White,

Plompen, Tao, Micallef, & Haines, 2019).

To handle the diversity issue effectively, a health care leader must possess skills such

as excellent communication, strategic thinking, interpersonal skills, and the ability to plan

efficiently. A leader should communicate to the staff the vision and the goal of the diversity

project in a manner that creates a sense of unity and purpose among the staff members. A

leader must plan strategically to change the system by anticipating problems that the staff

might face while implementing new processes. A leader should encourage staff members

from interdisciplinary teams to actively voice their opinions to validate the processes that

have been implemented and suggest changes that could enhance the efficiency of the staff’s

involvement in these processes.

 

 

LEADERSHIP AND GROUP COLLABORATION 3

Copyright ©2019 Capella University. Copy and distribution of this document are prohibited.

An individual I would choose to lead a project such as this would be Dr. Lisa E.

Harris, medical director and chief executive officer of Eskenazi Health, Indianapolis. For 30

years, Dr. Harris has practiced medicine and has been committed to improving medical

services for minorities. She is constantly engaged in research, teaching, and patient care.

Today, the Eskenazi Health campus is one of the largest health care campuses to achieve a

gold certification in Leadership in Energy and Environmental Design (Eskenazi Health, n.d.).

Dr. Harris is an excellent example of a leader who practices the transformational style of

leadership. Dr. Harris’s success can be attributed to her ability to take risks to achieve her

goals. She has actively worked toward developing the quality of health care services in local

communities. She ran a successful campaign to seek voter approval for the construction of a

new hospital that could solve existing health care issues, revolutionize health care, and

provide affordable health care. There are certain similarities and differences between Dr.

Harris’s and my leadership style. The similarities include leading by example, being

approachable, demonstrating strong work ethics, being willing to train and motivate

subordinates to achieve their goals, and working to fix issues in the system.

For the proposed project, I would implement a process flow that provides enough

room for innovation. Dr. Harris implemented a complex workflow that could reduce the

bandwidth for innovation within the organization. This approach might not be ideal for a

clinic setting, especially when tackling sensitive issues such as diversity. Consequently, my

approach would differ from Dr. Harris’s; I would encourage a diverse and inclusive

workplace that also promotes interprofessional collaboration. This, in turn, encourages the

sharing of experiences and expertise among staff members and opens avenues for innovation.

Steps to Address the Diversity Issue

When leading the project at Lakeland Medical Clinic, I will utilize key qualities of

both transformational and collaborative types of leadership to effectively address the

 

 

LEADERSHIP AND GROUP COLLABORATION 4

Copyright ©2019 Capella University. Copy and distribution of this document are prohibited.

diversity issue. One approach is to set up a multicultural collaboration between the staff at the

clinic and the residents. This can be achieved by forming an interdisciplinary committee that

consists of staff members from different disciplines as well as members from the community.

Collaborations between physicians, nurses, and other health care professionals promote

knowledge sharing and can make the processes that have been set up to achieve staff and

patient satisfaction more efficient.

Mutual respect, trust, and collaboration are some characteristics of an effective team.

Collaboration in a health care setting involves professionals taking on complementary roles

and work together, sharing responsibility to solve problems, and formulating effective plans

for patient care. An important aspect of collaboration is open and effective communication,

which builds respect and fosters trust. The roles and responsibilities of team members must

be clearly communicated to prevent conflicts of interest. Another approach would be to

analyze the strengths and weaknesses of team members through an internal assessment and

delegate work based on their capabilities. Training sessions should be set up for team

members who lack certain skills. It is important to motivate and encourage team members by

identifying and valuing their contributions. My approach would be to mandate shared

decision-making within the team to encourage negotiation, openness, and trust. Shared-

decision making can make way for various innovative strategies for handling the clinic’s

diversity issue (Morley & Cashell, 2017).

Diversity issues can arise from practical problems such as language barriers and

cultural practices or from deeper systemic issues such as staff prejudices and racism. To

address diversity issues stemming from practical problems, we will initiate training programs

for staff to sensitize them to Haitian culture and values. Diversity coaches can be hired to

train staff members. Diversity training provides information about dietary needs and

restrictions, language barriers, and psychological triggers (Cooper-Gamson, 2017). Staff

 

 

LEADERSHIP AND GROUP COLLABORATION 5

Copyright ©2019 Capella University. Copy and distribution of this document are prohibited.

members who actively participate in improving their cultural competency should be

recognized and rewarded to motivate and encourage other staff members to do so. To address

systemic issues, we will require an organization-wide assessment of employees and their

cultural biases and provide mandatory antiracism and diversity training (Shepherd, Willis-

Esqueda, Newton, Sivasubramaniam, & Paradies, 2019).

Another approach would be to tweak existing hiring policies. We should assess the

cultural competency of candidates, rather than just their academic qualifications and previous

work experience, before recruiting them. A more diverse workforce can help improve an

organization’s cultural competency (Rahman, 2019). We can provide employment

opportunities to individuals from the local community by setting up training camps that can

equip them with the required skills to work at the clinic, thereby improving cultural diversity

in the workforce.

In this e-mail, I have presented multiple strategies to address the diversity issue such

as initiating staff training and hiring diversity coaches along with suggestions to change

existing hiring policies. Implementing these strategies can increase the organization’s cultural

competency and workforce diversity. Improving an organization’s cultural competency

assures improved efficiency of clinical staff as well as patient satisfaction (White et al.,

2019).

 

 

 

LEADERSHIP AND GROUP COLLABORATION 6

Copyright ©2019 Capella University. Copy and distribution of this document are prohibited.

References

Center for Community Health and Development. (2019). Community Tool Box. Section 8.

Multicultural collaboration. Retrieved from https://ctb.ku.edu/en/table-of-

contents/culture/cultural-competence/multicultural-collaboration/main

Cooper-Gamson, L. (2017). Are we bridging the gap? A review of cultural diversity within

stoma care. British Journal of Nursing, 26(17), S24–S28.

https://doi.org/10.12968/bjon.2017.26.17.S24

Eskenazi Health. (n.d.). Lisa E. Harris, MD. Retrieved from https://fsph.iupui.edu/doc/news-

events/Lisa-Harris-Bio.pdf

Morley, L., & Cashell, A. (2017). Collaboration in health care. Journal of Medical Imaging

and Radiation Sciences, 48, 207–216. https://doi.org/10.1016/j.jmir.2017.02.071

Rahman, U. H. F. B. (2019). Diversity management and role of leader. Open Economics,

2(1), 30–39. https://doi.org/10.1515/openec-2019-0003

Shepherd, S. M., Willis-Esquesa, C., Newton, D., Sivasubramaniam, D., & Paradies, Y.

(2019). The challenge of cultural competence in the workplace: Perspectives of

healthcare providers. BMC Health Services Research, 19.

https://doi.org/10.1186/s12913-019-3959-7

White, J., Plompen, T., Tao, L., Micallef, E., & Haines, T. (2019). What is needed in

culturally competent healthcare systems? A qualitative exploration of culturally

diverse patients and professional interpreters in an Australian healthcare setting. BMC

Public Health 19, 1096. https://doi.org/10.1186/s12889-019-7378-9

Write two emails introducing yourself in a professional workplace setting to two different characters from the scenario below.

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INTRODUCTION

Understanding your message’s audience and considering how to adapt your message is key to successful interactions. In this task, you will:

1.  Write two emails introducing yourself in a professional workplace setting to two different characters from the scenario below.

2.  Demonstrate in a written analysis how each introductory message is adapted to the audience you are addressing.

3.  Use the RRM3 D268 Task 1 Template located in the Supporting Documents section below the rubric as a guide to complete this task.

SCENARIO

You work for a corporation with multiple branches across the United States. You have been called to the East Coast headquarters to work on a training program that will be used nationwide. You will be meeting your team members—who come from various branches—for the first time and would like to communicate with them to introduce yourself before arriving. The following list has important information to know about each of their work cultures.

The team is as follows:

•  Sarah: At Sarah’s branch at company headquarters, her team values time, efficiency, and direct communication. She typically plans out every minute of her day and expects meetings to have clear agendas with concise information about daily tasks. The culture is low context and values certainty and formality. Sarah has worked in the organization for nearly 20 years.
•  Joe: At the company’s Southeast branch, Joe’s team values a relaxed and informal atmosphere. He and his colleagues focus a lot of energy on developing genuine relationships and trust. Joe and his coworkers use a high-context communication style. Joe is the newest hire out of this branch but has been working in the organization for 10 years.
•  Blake: At Blake’s branch in the Southwest, his team values collaborating, sharing work, and equally contributing to ideas. The culture tends to focus on equal distribution of workload and people who desire to improve the success of the overall group. They generally communicate in a nonassertive manner. Blake has been working in the organization for 30 years.
•  Talia: At Talia’s branch in the Midwest, the culture is friendly and warm. People are very supportive of each other and value kindness and expressions of appreciation. They, at times, have difficulty communicating criticism. They are largely assertive and uncomfortable with silence. Talia was recently promoted, and she has worked for the organization for 5 years.
•  Mei: At Mei’s West Coast branch, employees can work in the office building, outside on patios, or on lawn spaces. Their workplace culture is individualistic, and people focus on direct communication. In Mei’s office, workers appreciate diverse and novel ideas. They value discussion and are comfortable with ambiguity. Mei is a recent graduate, and this is their first year at the organization.
REQUIREMENTS

Your submission must be your original work. No more than a combined total of 30% of the submission, and no more than a 10% match to any one individual source, can be directly quoted or closely paraphrased from sources, even if cited correctly. The similarity report that is provided when you submit your task can be used as a guide.

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

Tasks may not be submitted as live documents or cloud links, such as links to Google Docs, Google Slides, OneDrive, SharePoint, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt, .pptx).

A.  Choose two of the characters from the scenario above and write an introductory email introducing yourself to each character (one email per character).

For each email you must:

1.  Use a different communication style based on the characters chosen from prompt A.

2.  Include an opening (i.e., Dear, Hello, etc.) and closing (i.e., Sincerely, See you soon, etc.).
Note: Suggested length for each email is 1–3 paragraphs.
Note: When introducing yourself, you may use real or fictitious details about your personal and professional life.
B.  Based on the characters you chose to introduce yourself to in prompt A, complete the following:

1.  Explain why you chose each communication style for each character.

2.  Describe how each email from prompt A is different from the other.
Note: Suggested length is 1–2 pages.
C.  Acknowledge sources—using in-text citations and references—for content that is quoted, paraphrased, or summarized.
Note: Sources are NOT required for this task, but if sources are used, they must be acknowledged and cited appropriately.
D.  Demonstrate professional communication in the content and presentation of your submission.
Note: See the rubric for what professional communication entails.

Instructions: Complete and submit this document as your Task 1 for D268.

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RRM3 D268 Task 1 TEMPLATE

Instructions: Complete and submit this document as your Task 1 for D268.

Section A:

Choose two of the characters from the task scenario and write an introductory email introducing yourself to each character (one email per character). Tip: See Section 1 (Communicating in Diverse Groups): Lesson 5.4 (Email 1/2) and 5.5 (Email 2/2) for an example email format and what email parts to include.

For each email you must:

1. Use a different communication style based on the characters chosen from prompt A.

2. Include an opening (i.e., Dear, Hello, etc.) and closing (i.e., Sincerely, See you soon, etc.) to each character you chose.

 

Note: When introducing yourself, you may use real or fictitious details about your personal and professional life.

 

Note: ( Suggested length of 1–3 paragraphs), using a different communication style for each EMAIL.

Write email 1 here

 

 

 

 Write email 2 here   
Section B:

Based on the characters you chose to introduce yourself to in prompt A, complete the following:

Tip: See Section 1 (Communicating in Diverse Groups): Lessons 2.4 (Communication Styles) and 2.5 (Adapting to Different Communication Styles) & Lessons 3.2 (Knowing you Audience 2/2), 3.3 (An Audience Analysis Tool 1/3), 3.4 (An Audience Analysis Tool 2/3) and 3.5 (An Audience Analysis Tool 3/3) for instruction on addressing communication styles.

1. Explain why you chose each communication style for each character.

 

 
2. Describe how each email from prompt A is different from the other. 

 

 

Section C:

If sources are used, acknowledge sources—using in-text citations and references—for content that is quoted, paraphrased, or summarized.

 

Note: Sources are not required for this assignment unless you are using research to support your claims. If you use research, you must cite in-text and create a reference list.  You are encouraged to use the Simple Guide for Citing Sources. You do not have to cite the course materials. Instead, you may introduce the information using a phrase like these: “Course material states” or “Course information explains.” Do not directly quote course materials; paraphrase instead.

WRITE REFERENCES HERE, IF APPLICABLE.

 

Don’t forget to proofread your work. Professional communication is graded.

Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources. Your initial post is worth 8 points.

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Submission Instructions:

  • Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources. Your initial post is worth 8 points.
  • You should respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts. Your reply posts are worth 2 points (1 point per response.)
  • All replies must be constructive and use literature where possible.

Scenario – Your hospital has recently revised its CQI vision and aims based on the work done on the Quality Chasm series

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Scenario – Your hospital has recently revised its CQI vision and aims based on the work done on the Quality Chasm series. As nurse manager in an ED (Emergency department) you need to take this information and make it “real” for staff in the ED. You and the medical director will present this information to the staff, but you need to figure out how it applies to daily work and how to engage staff. You both agree that the staff will not appreciate the “words” on the pap unless you can attach their meaning to their daily work.

Instructions:

  1. Read the scenario above and answer the following questions:
    1. What information would you use as your base to discuss the vision and the aims?
    2. How would you then apply this information to the ED and daily work done by staff?
    3. Would benchmarked data be of any use in this scenario to the committee?
  2. Your post should:
    • Answer the questions as thoroughly and concisely as possible.
    • Be sure to reference any works that you utilize in answering the questions
      • Be sure that references are in APA format.

How your work environment prepares and responds to emergency preparedness (you may choose natural or man-made emergencies)? 

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  • How your work environment prepares and responds to emergency preparedness (you may choose natural or man-made emergencies)?
  • How do you see health policy impacting nursing practice in preparing for emergencies?

Submission Instructions:

  • Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources. Your initial post is worth 8 points.
  • You should respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts. Your reply posts are worth 2 points (1 point per response.)
  • All replies must be constructive and use literature where possible.

A 23-year-old woman presents to the OB-GYN office you work at. She was recently surprised to learn that she is pregnant. She estimates that she is about 8 weeks along.

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A 23-year-old woman presents to the OB-GYN office you work at. She was recently surprised to learn that she is pregnant. She estimates that she is about 8 weeks along. The woman tells you that she regularly drinks on the weekends with her friends. She asks you “Is that a problem? As long as I don’t drink very much, I can still have a drink occasionally while I’m pregnant, right?”

  1. How would you answer her questions?
  2. What types of abnormalities can be caused by alcohol, and how does genetics influence this?

*Pls provide at least 3 SCHOLARLY references in APA 7th ed format.

Ending of One Life, Beginning of Another Case Study

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ennifer: Ending of One Life, Beginning of Another Case Study

Jennifer is a 26-year-old woman who gave birth three days ago to a healthy 9 pounds 2 ounce baby girl. The vaginal delivery was uneventful. Two hours after the birth, Jennifer began to complain of an “excruciating headache.” Within one hour of receiving acetaminophen for her headache, Jennifer became unconscious and suffered from a respiratory arrest. She was coded, placed on a ventilator, and sent to the ICU. A CT scan revealed that she had suffered from a massive cerebral hemorrhage. After it was determined that the damage to the brain was irreversible and that Jennifer would be unable to breathe on her own, her husband, Brett, made the decision that his wife should be removed from life support. “Our neighbor had Lou Gehrig’s disease and Jennifer would go visit with him and his wife. She always said she would never want to live like that,” stated Brett. However, Brett was not quite ready to have the ventilator removed. The Palliative Care team was called to visit with Brett, and also Jennifer’s parents. It was decided that Jennifer would be moved from the ICU down to one of the two new palliative care suites, and have the ventilator removed there.

Upon arriving to the palliative care suite, Brett and Jennifer’s parents were introduced to Nancy, the nurse that would be taking care of Jennifer and her family. Nancy was sensitive in talking with the family and had a great desire to find out what they wanted. The family agreed that the ventilator would be removed at noon the next day, to give family and friends an opportunity to say good-bye. Throughout the rest of the day, evening, and the next morning, over 75 people came to say good-bye to Jennifer.

Brett’s mother requested to stay with the new baby in the newborn nursery. Brett was so torn between spending time with his new baby girl and his wife. Nancy agreed that it was a good plan to have Brett’s mother care for the baby, while Brett concentrated on making decisions regarding Jennifer. Per Brett’s request, his mother brought the baby to the palliative care suite two times.

Jennifer’s pastor came by to spend time with Brett. He supported Brett in this very difficult decision. The hospital chaplain was also present. Nancy suggested some memory-making rituals such as taking a clipping of Jennifer’s hair, so her baby girl would have for later on. Footprints and handprints were made of Jennifer, per her parent’s request. A hand mold of the baby’s hand in her mother’s hand was made. Both Jennifer and the baby’s hospital name bands would be removed and placed in a memory box. Jennifer’s mother requested to bathe her. Brett brought in Jennifer’s favorite college sweatshirt to put on her. CDs of some of Jennifer’s favorite music were brought in and played.

The next day, as per the request of the family, the palliative care team reviewed with Jennifer’s family how they would extubate her. They talked about possible symptoms and how they would treat those. Brett, Jennifer’s parents, two brothers, and 12 other close friends were all together with Jennifer in the palliative care suite. The nurse from the newborn nursery brought the baby and laid her on Jennifer’s abdomen, per the family’s request. They were all reminiscing and telling Jennifer how much they loved her and how much she had meant to all of them. The palliative care nurse, physician, and chaplain were all present in the room and encouraged the family to take as much time as they needed. At 2 pm, the family reluctantly requested that the ventilator be removed.

When Jennifer was extubated, she turned cyanotic and began gasping for air. The team administered supplemental oxygen and morphine. Jennifer continued to gasp for air, and the morphine was doubled. This was repeated one last time until Jennifer was no longer dyspneic. Unfortunately, Jennifer remained cyanotic. Jennifer died 15 minutes, after she had been extubated. The palliative care team stayed with the family during the entire process.

The palliative care nurse made arrangements for Jennifer’s body to be picked-up by the funeral home directly from the palliative care suite. The family had requested that she not be taken to the hospital morgue. The team remained with the family, until the funeral home came. Once Jennifer’s body was removed by the funeral home, Brett left the palliative care suite to visit his new daughter in the newborn nursery. “One life so precious is gone, and yet, God has blessed me with another new life.”

Discussion Questions
Would you consider the death a “good death”? Why or why not? Were the patient’s and family’s wishes followed? Were pain and other symptoms well-controlled? How were ethical and/or legal issues handled?
Discuss the collaboration among team members. Who else could have been collaborated with and how would that have improved the death?
Was there anything that could have been improved? Were there issues that could have been prevented?