Mindshift at the Northern Indiana Computer Consortium for Libraries

The challenge of each organization in the 21st century is to adapt… accelerate… innovate… learn… and transform itself to fit the world’s constantly changing conditions, according to author Price Pritchett, in his book titled Mindshift: The Employee Handbook for Understanding the Changing World of Work. With the development of the computer and improvements in telecommunications, horsepower is giving away to brainpower. The world of work is being completely transformed. Pritchett advocates that we take personal responsibility for embracing new technology, taking on temporary structures to suit the situation at hand, a so-called moving of the walls to make sure our organization functions in the Information Age

School Finance Reforms for Ohio

This comment will first examine the legal rationale of the leading court decisions concerned with the constitutionality of educational funding programs. Secondly, the advantages and disadvantages of current funding programs, as well as Ohio\u27s present program, will be discussed. An analysis of the guidelines set by the Ohio courts, and a discussion of what is wrong with Ohio\u27s current plan will follow. Finally, proposals for solving Ohio\u27s problems will be offered

Self-reported leadership behaviors of direct-care medical-surgical nurses: Strengths, challenges, and influential conditions

Participants will learn about leadership behaviors reported by direct-care medical-surgical nurses in the following categories: model the way, inspired a shared vision, challenge the process, enable others to act, and encourage the heart. Areas of leadership strength and challenges will be explored along with conditions that influence leadership development

The clash between American and European code

ABSTRAK Di dalam tiga karyanya yang betjudul "Four Meeting", 77teEuropecuts"dan \u27Daisy Miller"Henry James mengungkapkan benturan-benturan aturan afar adat kebiasaan orang Amerika dan orang Eropa bila dua budaya ini dipertemukan. Selcunapengarnalannya, yang kemudian is tuangkan ke dalam tiga karyanya yang dapat mewakili hanzpir semua karya-karycurya, is mencacat bahwa masingmasing masyarakat mempunyai penilaian balk yang bersifal positif maupun negatif terhadap masing-masing pihak. James sebagai pengamat yang sangat cermat juga mempunyai kesan yang scum terhadap dua adat kebiasaan masingmasing budaya. Kadang-kadang iamemberi penilaian yang balk terhadap talanan Eropa tetapi di lain pihak iajuga mencela tatanan tersebut. Eropabaginya maupun bagi kebanyakan orang .Amerika merupakan suatu benua dengan budaya yang mantap sehingga Eropa menjadi lambang iclola suatu budaya. Segala sesuatu yang berbau Eropa akan memberi rasa bangga clan keindahan, sedangkan Amerika (7 ("filch benua yang kosong dengan peradaban jauh di beronh peradaban Eropa sehingga kurang dapat memberi kesan yang serupa. Walaupun ckmikian orang Amerika adalah manusia yang sederhana dan lugu.. Menurut James hal-hal yang negatif yang melekat pads Eropa te.rletak pada perangai manusianya. Seperti yang is ungkapkan di dalam "Four Meetings"orang Eropa ia gambarkan sebagai manusia yang "morally corrupted" (bejat moralnya). Orang Amerika di dalam karyanya yang berjudul \u27Daisy Miller" is gambarkan sebagai orang-orang yang tidak tahu adat kebiasaan orang Eropa sehingga mereka dianggap sebagai orang yang kurang sopan. Di dalam novelnya yang bedudul \u27The Europeans "James rnenycanpaikan kritiknya terhadap tatancuz orang Puritan yang sangat kaku dan sekaligus is juga kurang setuju dengan cara hidup orang Eropa yang "opportunistic". Konflik semacam ini tidak akan pernah berukhir karenci adat kebiasaan masing-masing pihak sampai kapan pun akan tetap berbeda walaupun masyarakat Amerika sebenarnya serumpun dengan masyarakat Eropa. Dari tulisan-tulisan James dapat disimpulkan bahwa pernbauran dua kebudayaan akan dapat selarasjika masing-masing pihak dapat sating memaltand dan hidup berdampingan dengan toleransi yang baik. Kata kunci: konflik - aturan budaya benturan buday

Coaching and relational coordination within nursing leadership teams

Session presented on Monday, July 27, 2015: Purpose: The purposes of this Robert Wood Johnson Nurse Executive Leadership Project were to determine the level of coaching and relational coordination present among nursing leaders in acute care environments in central Texas and investigate the strengths of the relationships between the nurses\u27 coaching behaviors, relational coordination, and demographic characteristics. Methods: After Institutional Review Board approvals from the University of Texas at Austin and the hospital system, the nurse leaders were sent an email explaining the project. At the end of the email they were provided with an individualized link to the Relational Coordination and Coaching Survey. The survey consisted of the seven components of relational coordination and the 39 item Yoder Coaching Survey as well as nine questions about the demographic characteristics of the participants. Data were analyzed using SPSS v. 20. Results: Two hundred ninety-four nurses in leadership positions were invited to participate and 149 completed surveys were analyzed for a response rate of 50.6%. Response rates for the individual hospitals ranged from 27% to 73%. The nursing leader respondents were in the following roles: unit supervisor (n = 76), nurse manager (n = 38), director (n = 28), and chief nurse executive (n = 7). Most of the participants were female (n = 126; 86%), Caucasian (n = 116; 79%); had a Bachelor\u27s degree (n = 84; 57%), and were 40-49 years of age. The participants reported they had worked in their current position for 7.6 years and they worked for their current immediate supervisor for 5.5 years; 56% (n = 84) said they interacted with their boss daily. The only demographic characteristic that was correlated with the coaching survey scores was the amount of time they had worked for their current boss (r = .18; p = .045). Participants\u27 coaching survey scores ranged from 85-153 (M = 129; SD = 16). The items that had the highest mean scores were: is approachable (open door policy) (3.76), is committed to continuous improvement (3.76), has integrity (3.73), promotes an environment of excellence, rather than doing the minimum (3.67), and demonstrated trust in you (3.66). The coaching survey items that had the lowest mean scores were: gives you feedback to clarify performance expectations within the first three months of the rating period (1.14), keeps winning and losing in perspective (2.90), gives you public recognition on excellent performance (2.93), enters into an agreement with you about actions needed to solve your performance problems (2.96), and encourages you to take a risk to implement your ideas (2.99). There were statistically significant correlations between coaching and several of the communication RC components however, the correlations were small and of little administrative significance. Some of the relationship components of RC were moderately correlated with the coaching scores (r =.49 - .55; p\u3c.0001). Additionally, the coaching survey demonstrated excellent inteRN consistency when used with nursing leaders (?? = .96). The findings from this project were verbally briefed to the senior nursing leaders of the hospital system and they each were provided with 70 page detailed reports regarding the coaching and RC scores among and within their nursing leadership teams. These senior executives saw the value in assessing both coaching and RC within and between their leadership teams. They also quickly recognized opportunities for improvement at all managerial levels among the nursing leaders. They requested the findings be reported to all members of their nursing leadership teams and they are determining what educational and team building activities might be appropriate to address the areas needing improvement. Conclusion: The nursing leaders who participated in this project had demographic characteristics that are consistent with nursing leaders across the state of Texas and across the nation. Most nurse leaders in the United States are Caucasian females between the ages of 40-55. The data demonstrated that some coaching and RC behaviors were taking place among the leadership teams but there are opportunities for improvements in both areas. The two larger hospitals had better coaching and RC scores; this may have been because the chief nurse executives had recently completed Doctor of Nursing Practice degrees and they supported greater communication and empowerment within their hospitals among all nurses, not just the nursing leaders. It makes sense that the correlations between the coaching scores and the communication aspects of RC were lower than the correlations between the coaching scores and the relationship components of RC. Coaching is, after all, a career development relationship, comprised of components that are indeed relational whereas the communication components of RC are more utilitarian or transactional in nature. Coaching is an important CDR that is often not clearly understood by nurses and other leaders in healthcare environments. Coaching coupled with RC can help create a work environment where healthcare team members can have better communication and stronger relationships, which serves to potentially improve care quality and safety. This was the first examination of coaching and RC among nursing leadership teams. More research regarding such activities needs to take place to determine if coaching and RC do make a difference in patient outcomes. Educational and RC team building activities need to be explored as interventions to improve not only the care coordination among front-line clinicians such as nurses, physicians, social workers, etc., but also to improve overall organizational effectiveness through better inter-professional career development in healthcare

Quality of life, community integration, and behavioral health outcomes in military burn survivors

This was a longitudinal study of military burn survivors after they were treated at the military burn center located at Fort Sam Houston, Texas. Quality of life, satisfaction with life, community integration, post-traumatic stress and depression were outcomes of interest over 18 months post-burn center discharge

Medical surgical nurses\u27 perceptions of receiving coaching from first line managers

This study explores coaching, essential to building a healthy work environment. A recent study notes nurses receive coaching as feedback and problem resolution. Nurses also report gaps in coaching around goal-setting, and addressing performance. To further quality care and healthy workforce, this study examines the nurses\u27 perception of coaching received

Assessing nursing students\u27 perceptions of the QSEN competencies: A systematic review of literature

This session will cover a discussion of evaluating and summarizing the research about graduating pre-licensure nursing students\u27 perceptions of their knowledge, skills, and attitudes within all QSEN competencies