Introduction of a new ward round approach in a cardiothoracic critical care unit

Shaughnessy, Liz; Jackson, Jo

doi:10.1111/nicc.12149

Cited by 17 publications

(24 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Most of the nurses’ workday is organised around the medical round between doctors and nurses, in the absence of patients. Traditionally, medical rounds are performed so that doctors can interpret clinical findings and develop patient management plans (Darbyshire, Barrett, Ross, & Shackley, 2015), and have been in place for as long as wards have existed in healthcare history(Shaughnessy & Jackson, 2015). Traditionally, a physician generally leads medical rounds where nursing staff and allied healthcare professionals are present (Bradfield, 2010).…”

Section: Discussionmentioning

confidence: 99%

Becoming a good nurse – Socialisation of newly employed nurses into the oncological clinic

Pettersson

Glasdam

2020

Journal of Clinical Nursing

View full text Add to dashboard Cite

Aim and objectives To explore newly employed nurses’ socialisation in the process of introduction into an oncological clinic from the perspectives of unit managers and newly employed nurses. Background There are managerial challenges in retaining nurses at workplaces. The way in which nurses are socialised into their work is important for their job satisfaction and retainment. Method Qualitative, semi‐structured interviews with seven nurses and two unit managers, and written introductory material. Thematic analyses were made, inspired by Goffman's concepts of social interaction, back stage, front stage and roles. SRQR checklist was used. Results Unit managers created the framework for socialising newly employed nurses through written introductory guidelines and assignments of supervisors as mainstream role models. Newly employed nurses were socialised gradually through mirroring their supervisors in their role as nurse. Front stage, patients often functioned as objects for newly employed nurses’ training. Back stage, patients often functioned as communication objects for all professionals. Newly employed nurses, who also demand roles such as transformer, boss, coordinator, prompter and friend, were socialised into the role of assistant to the doctor. Medical rounds functioned as a socialisator in this process. Conclusion The allocated supervisors were role models in socialising newly employed nurses into an oncological clinic and its culture. Nurses were socialised into an understanding of care as a biomedical orientation, in which medicine had a higher value than care in the existing knowledge hierarchy at the oncological clinic. This might have implications for who applies for and stays in the job. Relevance to clinical practice Increased awareness of the importance of socialisation of nurses into the clinic during the introduction process. Re‐thinking nurses’ independent functions and patient perspectives in introduction of newly employed nurses to maintain and develop nursing as an independent profession.

show abstract

Section: Discussionmentioning

confidence: 99%

Becoming a good nurse – Socialisation of newly employed nurses into the oncological clinic

Pettersson

Glasdam

2020

Journal of Clinical Nursing

View full text Add to dashboard Cite

show abstract

“…With regards to the structure of the rounds, few wards use a checklist, structure or protocol during the rounds. The literature however suggests that introducing a checklist during ward rounds reduces rounding time, aids memory recall of tasks that may have otherwise been overlooked, better informs patients and their family members on current care goals, and prevents omissions [6,12,17,18]. Teams should therefore consider introducing a checklist, structure or protocol to guide them during the rounds, or such a system should be developed.…”

Section: Discussionmentioning

confidence: 99%

“…To achieve more patient-centred care, the method of interdisciplinary bedside rounding (IBR) is gaining interest in the literature [2,3]. Current studies on IBR describe potential advantages on patient centeredness and involvement [4,5], quality of care [6,7] and team collaboration [8][9][10][11] provided the IBR is conducted in a structured fashion [6,12]. Despite the alleged benefits, the quality of evidence on the effects of IBR is low.…”

Section: Introductionmentioning

confidence: 99%

Perceptions of interdisciplinary bedside rounds by head nurses in Flanders: a cross-sectional exploration

Heip

Malfait

Biesen

et al. 2020

Acta Clinica Belgica

View full text Add to dashboard Cite

“…In 2014, Caldwell estimated that staffing WRs cost the National Health Service in England approximately £10 million per day 1 and costs have risen since. This represents a major investment of human and financial resources, yet the literature reports that WRs are undervalued, have low engagement from some HCPs; they can be ineffective, ritualistic, and underdeveloped 2–4 . This increases WR costs by increasing the opportunity costs of participating: HCPs not progressing their work, financial and human costs from missing timely progression of care, and lapses in quality and safety.…”

Section: Introductionmentioning

confidence: 99%

Conducting a good ward round: How do leaders do it?

Merriman

Freeth

2022

Evaluation Clinical Practice

View full text Add to dashboard Cite

Rationale, Aims and Objectives Ward rounds (WRs) are complex social processes. Done well, WR discussions and decisions contribute to timely, safe, effective progression of care. However, literature highlights medical dominance; marginalisation or absence of other perspectives, safety risks and suboptimal resource use. This study examined leadership behaviours and what supported good interprofessional WRs, defined as enabling interprofessional collaboration and decision making which progresses patient care in a safe and timely manner. Deepening appreciation of this art should support learning and improvements. Method Mixed‐method appreciative inquiry (AI) into how WRs go well and could go well more often. Context: daily interprofessional consultant‐led WRs in a large adult critical care unit. Data: ethnographic and structured observations (73 h, 348 patient reviews); AI conversations and interviews (71 participants). Inductive iterative analysis shaped by Activity Theory. Participants: 256 qualified healthcare professionals working in the unit. Results Leadership of good WRs supported (and minimized contradictions to): making good use of expertise and time, and effective communication. These three key activities required careful and skilled orchestration of contributions to each patient review, which was achieved through four distinct phases (a broadly predictable script), ensuring opportunity to contribute while maintaining focus and a productive pace. This expertise is largely tacit knowledge, learnt informally, which is difficult to analyse and articulate oneself, or explain to others. To make this easier, and thus support learning, we developed the metaphor of a conductor leading musicians. Conclusions Whilst everyone contributes to the joint effort of delivering a good WR, WR leadership is key. It ensures effective use of time and diverse expertise, and coordinates contributions rather like a conductor working with musicians. Although WR needs and approaches vary across contexts, the key leadership activities we identified are likely to transfer to other settings.

show abstract

Introduction of a new ward round approach in a cardiothoracic critical care unit

Abstract: Nurses' full participation in ward rounds is essential to ensure effective communication and enhance patient safety.

Cited by 17 publications

References 17 publications

Becoming a good nurse – Socialisation of newly employed nurses into the oncological clinic

Becoming a good nurse – Socialisation of newly employed nurses into the oncological clinic

Perceptions of interdisciplinary bedside rounds by head nurses in Flanders: a cross-sectional exploration

Conducting a good ward round: How do leaders do it?

Contact Info

Product

Resources

About