Improving Clinical Communication and Collaboration Through Technology:

Machon, Michelle; Knighten, Mary Lynne; Sohal, Janet

doi:10.1016/j.mnl.2020.06.003

Cited by 10 publications

(8 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…According to a study in the USA, most acute‐care agencies have no policies related to nurses’ use of smartphones, and a vast majority of hospitals restrict smartphone use in patient‐care areas or during work hours (Brandt et al., 2016). In addition, flaws in the Health Insurance Portability and Accountability Act pertaining to the use of smartphones have been identified, and nurse leaders have raised concerns over privacy violations, risk of distraction, task burden, inappropriate use, legal issues, and worsening of nurse–patient relationships due to nurses’ use of smartphones in the workplace (Bautista et al., 2020; Gill et al., 2012; Johnston et al., 2014; Machon et al., 2020). Several studies highlighted the concern that work‐related use of smartphones may distract nurses from their patient‐care duties (Cho et al., 2016; Gill et al., 2012).…”

Section: Introductionmentioning

confidence: 99%

Unmet informatics needs of nurses regarding the use of personal smartphones in the workplace

Cho

Min

Park

et al. 2021

International Nursing Review

View full text Add to dashboard Cite

Aims This study aimed to investigate the differences in practices, policies, and perceptions of nurses regarding work‐related utilization of smartphones in acute‐care settings. Background Mobile devices utilizing emerging technology are widely used in acute‐care settings; however, concerns such as potential distraction, improper use, and negative impact on the nursing image in clinical practice remain valid. Methods Nurse managers (n = 8) and nurses (n = 181) were enrolled from eight academic tertiary hospitals that have comprehensive electronic medical record systems and mobile versions. Between October 2018 and February 2019, participants completed a questionnaire designed to explore their use of smartphones. The reporting guide for self‐administered surveys of clinicians was applied. Results Approximately 80% of nurses carried personal smartphones while working, with 70% using their devices for work. The prevalence of work‐related smartphone use ranged from 3% to 43% by functionality, which was lower than that estimated by managers. Frequent uses included taking pictures/videos and internet browsing. Nurses were more positive than managers about the benefits of smartphone use and less burdened by related concerns. Novice and junior nurses were more optimistic than senior nurses. Only one hospital had a policy on nurses’ use of personal devices at work. Conclusion Two unmet needs in the current clinical information system were identified: information supporting task‐related knowledge at the bedside and security of data capture and communication. Implication for nursing policy The unintended perception gaps between nurses and managers regarding work‐related smartphone use can be closed by nursing leadership. Unmet nursing informatics, particularly for information‐seeking purposes, can be addressed in the context of quality assurance. Nurse leaders can advocate secure and proper use of smartphones in clinical practice.

show abstract

Section: Introductionmentioning

confidence: 99%

Unmet informatics needs of nurses regarding the use of personal smartphones in the workplace

Cho

Min

Park

et al. 2021

International Nursing Review

View full text Add to dashboard Cite

show abstract

“…Some areas merit immediate attention, namely the misalignment between multi-generation nurse managers and frontline nurses with regard to their preferred means of communication and leadership styles, as well as the reluctance of the younger generations to take on managerial positions. Healthcare organizations need to provide appropriate structures and support, for instance, by creating electronic communication platforms (such as mobile apps) to facilitate team communication while also providing continuing training to both novice and experienced nurse managers [ 31 ]. Regarding the preparation of nurse managers, it should be noted that to “throw” them into the position without adequately preparing them is a haphazard approach [ 28 ].…”

Section: Discussionmentioning

confidence: 99%

Multi-Generational Perspectives on the Competencies Required of First-Line Nurse Managers: A Phenomenological Study

Choi¹,

Wong²,

Lee³

et al. 2022

IJERPH

View full text Add to dashboard Cite

First-line nurse managers play an integral role in ensuring team and organizational effectiveness and quality of care. They are facing increasing challenges arising from the need to lead a generation-diverse workforce. Further research that examines multi-generational perspectives on the competencies of first-line nurse managers is warranted. This paper aimed to elucidate multi-generational perspectives on the competencies required of first-line nurse managers based on their lived experiences and perceptions, as well as those of frontline nurses. A descriptive phenomenological approach was adopted. A total of 48 informants were invited to individual semi-structured interviews to share their perspectives on the competencies required of first-line nurse managers. Findings were analyzed using Van Kaam’s controlled explication method. Four themes that described four areas of competency were generated: (1) advocating for the interests of the staff, (2) allocating resources effectively, (3) building cohesive teams, and (4) embracing change and quality. The findings indicated that there were significant discrepancies among the different generations of informants in terms of their degree of commitment to work, preferred modes of team communication and collaboration, and perspectives on the role and function and preferred leadership styles of first-line nurse managers. This study fell short in examining the experiences of Generation Z nurses, and the findings are subject to further validation by larger samples. However, this study has implications for hospital administrators, nurse educators, and managers, encouraging them to rethink the notion of management competencies to develop effective strategies for leading a multi-generational workforce.

show abstract

“…In order to increase a positive, open communication climate, social capital must be strengthened by promoting a leadership culture that reduces hierarchies and power dynamics and allows a cooperative and appreciative cooperation to develop [4,44]. Information and communication technologies can help to improve communication processes, especially between interdependent hierarchical levels [48]. Specific training programs or communication tools [49] can also improve communication behavior, for example by promoting an open feedback culture [50].…”

Section: Discussionmentioning

confidence: 99%

Is Organizational Communication Climate a Precondition for Patient-Centered Care? Insights from a Key Informant Survey of Various Health and Social Care Organizations

Hower

Vennedey

Hillen

et al. 2020

IJERPH

View full text Add to dashboard Cite

Health and social care organizations are under pressure of organizing care around patients’ needs and preferences while complying with regulatory frameworks and constraint resources. To implement patient-centered care in health and social care organizations successfully, particular organizational preconditions need to be considered. Findings on the implementation of patient-centered care and its preconditions are rare and insufficiently account for the organizational context to explain differences. This study examines the implementation status of patient-centered care in diverse health and social care organizations and analyzes the communication climate as a precondition of successful implementation. In a cross-sectional postal key informant survey, decision makers in the highest leading positions from six different types of health and social care organizations in Cologne, Germany, were surveyed using a paper–pencil questionnaire. Patient-centered care implementation was operationalized by three categories (principles, activities, and enablers) including 15 dimensions. Organizational communication climate was operationalized by aspects of open and constructive communication, cooperation, and inclusion. Out of 1790 contacted organizations, 237 participated. In the analyses, 215 complete datasets were included. Descriptive analyses, Kruskal–Wallis test, post hoc pair-wise test, and linear regression modeling were performed. Results show that the implementation status of patient-centered care was perceived as high but differed between the various types of organizations and in terms of patient-centered care categories. Organizational communication climate was significantly associated with the implementation of patient-centered care. Especially in organizations with a higher number of employees, strategies to create a positive communication climate are needed to create a precondition for patient-centered care.

show abstract

Improving Clinical Communication and Collaboration Through Technology:

Cited by 10 publications

References 23 publications

Unmet informatics needs of nurses regarding the use of personal smartphones in the workplace

Unmet informatics needs of nurses regarding the use of personal smartphones in the workplace

Multi-Generational Perspectives on the Competencies Required of First-Line Nurse Managers: A Phenomenological Study

Is Organizational Communication Climate a Precondition for Patient-Centered Care? Insights from a Key Informant Survey of Various Health and Social Care Organizations

Contact Info

Product

Resources

About