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Biomedical subjects

D M Crowell

Publications and source records attributed to D M Crowell.

6 recordsLinked to original sources
PubMed2000

Building spirited multidisciplinary teams.

Managing multidisciplinary teams in complex settings such as the perianesthesia setting is a leadership challenge. With the addition of work redesign and cross-training initiatives, the task of helping people form healthy working relationships is substantial. The Team Spirit model (The Expanded Learning Institute, Del Mar, CA) demonstrates how employing the phases of Initiating, Visioning, Claiming, Celebrating, and Letting Go will build team spirit and more effective teams. The model and the phases are described with examples given of how getting to know each other, addressing differences, developing a shared vision, doing the work through effective communication, and celebrating will lead to spirited multidisciplinary teams.

Humans↗
PubMed1998

Care for the case manager: balancing your wheel of life.

The case manager's role in our complex health care system is demanding and draining without some self-reflective attention. The Wheel of Life is a key tool for individuals to assess how well they are leading a fully balanced life. The eight aspects of a balanced life--values, self-care, work, relationships, leisure, relaxation, exercise, and centering--are explained and discussed. A self-reflective activity is presented that encourages readers to assess their current life balance. This focused clarification of personal and professional life will facilitate a more fully balanced life with rewards for case managers as individuals, and for their family, clients, and the health care organization.

Adaptation, Psychological↗
PubMed1998

Organizations are relationships. A new view of management.

Organizations are living entities, composed of people in relationships. The old management paradigm centered around the machine. Management's function was to control and manage the machine. Viewing organizations as living open systems demands different leadership-leaders who treat people and organizations as self-organizing and self-renewing, and who see the work as being accomplished through relationships. They are living the new leadership based on new science principles.

Group Processes↗
PubMed1996

The nurse executive as integrator: creating a field of health caring.

Nurse executives are emerging from a state of cognitive dissonance resulting from conflicts of values and practice from the bedside to the boardroom. Three changes in hospital systems are offering the opportunity to resolve cognitive dissonance and become congruent. These are patient-focused care restructure with multidisciplinary teams, managed care and capitation calling for enhanced clinical management, and the new organizational paradigm characterized as flatter, decentralized, staff empowering, and manifesting new science concepts of self-organization within fields. The nurse executive role becomes that of integrator, pulling together the best practices of nursing and new leadership.

Hospital Restructuring↗