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Reply #1: RH

Nurses are required to demonstrate adherence to work ethics and values by applying professional nursing principles when making practice-related decisions. Integrity is an important professional nursing principle that defines the framework for professional nursing practice (Poreddi et al., 2021). Valuing integrity and applying it during decision-making proves that you embrace professional values that govern nursing practice. The value of integrity helps nurses to create a strong foundation for building meaningful therapeutic relationships with patients. It works together with moral integrity to reveal the humanistic nature that the nurse needs to display to enhance the achievement of positive therapeutic outcomes with patients (Poreddi et al., 2021).

The nurse, as a moral agent, relies on the professional values of integrity and accountability to provide quality and safe care that will improve patient outcomes. Nurses who demonstrate these two values are confident in their practice and maintain consistency in care that is informed by evidence-based practice (Poreddi et al., 2021). Although nurses engage in the delivery of direct care to patients, it is highly imperative that they perceive other professional values as important. The reason is that with such professional values, nurses can easily face and address the ethical issues that they commonly encounter in practice such as those faced during the COVID-19 pandemic (Dellasega & Kanaskie, 2021). Identifying professional values that guide your decisions is indeed a crucial step in defining the professional framework that guide your practice as a nurse.

References

Dellasega, C., & Kanaskie, M. L. (2021). Nursing ethics in an era of pandemic. Applied Nursing Research : ANR, 62, 151508. https://doi.org/10.1016/j.apnr.2021.151508

Poreddi, V., Narayanan, A., Thankachan, A., Joy, B., Awungshi, C., & Reddy, S. S. (2021). Professional and ethical values in nursing practice: An Indian Perspective. Investigacion y Educacion en Enfermeria, 39(2), e12. https://doi.org/10.17533/udea.iee.v39n2e12.

Reply #2: ND

            It is possible for a small healthcare facility like your clinic to expand to become a large educational center for both patients and clinicians in the next 30 years. As a teaching hospital, the facility will be able to provide state-of-the-art clinical care to patients with complex medical conditions. Through its commitment to educational activities, the hospital will bring together aspects of patient care, clinical research, and medical education in an environment with advanced equipment and resources (Association of American Medical Colleges, 2022). According to the Association of American Medical Colleges (2022), teaching hospitals foster practice and educational environment that create opportunities for new discoveries and opportunities. In 30 years to come, your organization will employ the next generation of healthcare professionals with advanced training and expertise. I believe that doctorally-prepared nurses will play a key role in promoting leadership, research, and evidence-based practice in the hospital when it expands to a medical school in the next 30 years.

Due to the increased diversity of patients that they receive, large healthcare organizations usually deliver holistic patient-centered care that incorporates the cultural and religious beliefs of their clients. As you have anticipated, your facility should be able to deliver holistic care that integrates the religious and cultural lives of its clients (Regents of the University of Michigan, 2022). Once it grows to a bigger hospital, the clinic should benchmark with the C.S. Mott Children’s Hospital which has significantly improved health care through research and learning. Some of the advantages that the community will enjoy from the expanded hospital include improved healthcare quality, state-of-the-art technologies, and advanced treatment.

References

Association of American Medical Colleges. (2022). Sustaining teaching hospitals. https://www.aamc.org/news-insights/teaching-hospital-sustainability.

Regents of the University of Michigan. (2022). What is a teaching hospital? https://www.mottchildren.org/about-us/teaching-hospital.

Reply #3: PJ

            Career transitions successfully occur when the incumbents engage in self-reflection in order to understand their strengths and weaknesses in relation to the roles that they are expected to perform when they assume new positions. To avoid feeling ineffective as they plan to assume leadership roles, doctorally-prepared nurses should identify and attempt to address gaps that might prevent them from performing as desired (Weston & Somers, 2021). Nurses who have received advanced training are adequately prepared to serve as C-suite executive leaders. It is true, as identified in your discussion, that C-suite executive leaders must understand the vision of their organizations to be able to offer proper direction (Waxman, 2018). As Weston and Somers (2021) explain, a nurse leader should position himself or herself in positions that offer a wide range of opportunities for applying their talents in a manner that will generate positive impacts for their organizations.

When assuming the role of a C-suite executive leader, today’s nurse leaders should strive to solve operational problems while also helping their states and the nation to fight inequity in health care. C-suite executive leaders are scientists and educators who perform other multiple roles that have an impact on the organization and the country where their organizations are located. These other roles include serving as educators and innovators within their settings (Azar, 2021). Generally, as nurse leaders, we should take actions that promote safety, quality, cos-effectiveness, equality, and equity for the benefit of patients, healthcare professionals, the organization, and the community.

References

Azar K. (2021). The evolving role of nurse leadership in the fight for health equity. Nurse Leader, 19(6), 571–575. https://doi.org/10.1016/j.mnl.2021.08.006

Waxman, K. (2018). Financial and business management for the doctor of nursing practice. New York: Springer Publishing Company.

Weston, M. J., & Somers, S. (2021). Transitioning to nurse leadership roles in nontraditional settings. Nurse Leader, 19(5), 456–460. https://doi.org/10.1016/j.mnl.2021.03.013