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Biomedical subjects

K Kerfoot

Publications and source records attributed to K Kerfoot.

At least 37 records · Page 2Linked to original sources
PubMed1984

Maintaining patients with chronic mental health conditions in the community: a joint project of a college of nursing and a mental health center.

The College of Nursing and the Psychiatric Clinic are pleased with the arrangements described in this article for promoting healthy adaptation to the community for patients discharged from a psychiatric institution. Both students and patients have benefited. As our program continues we suggest other faculty and practitioners consider such a plan for patients returning to life in the community.

Chronic Disease↗
PubMedDate not supplied

On leadership from mechanical to integrated organizations: the leader's challenge.

The leader in a nursing organization, whether it is the nurse manager or the nurse executive, is only as good as the positive synergistic relations that are developed with all parts of the organization. The converse is also true that the leader of any part of the organization is only as good as the synergistic relations she/he develops with the nurses and direct caregivers. Synchronicity is the mark of an effective organization and the hallmark of integrated organizations.

Humans↗
PubMedDate not supplied

The art of leading with grace.

Uncivilized environments take their toll on people who work there. Cultures of distrust are created and there is no warmth, reverence, or love available for the healing work of health care. We can blame the staff, or we can look at ourselves and recognize that the staff is merely a reflection of ourselves. Gracious leaders create a gracious and loving staff who care for patients and their families in extraordinary ways.

Humans↗
PubMedDate not supplied

The culture of courage.

We all want health care to be delivered in an atmosphere of utmost integrity. However, integrity only occurs where there is courage to do the right thing in very difficult situations. Leaders must be very courageous to be successful. They must foster and build courage among their staff to create cultures in which the staff feel safe and supported to always act with integrity. We are not born with courage. We learn courage by eventually mastering situations in which we can act with less and less fear. The leader's obligation is to assess the environment and build opportunities for staff to work courageously with less and less fear as they master more difficult situations in their everyday lives.

Ethics, Nursing↗
PubMedDate not supplied

The new millennium and leadership: evolution or entropy?

Health care in the new millennium will be different. We have a wonderful opportunity to live in a new paradigm of leadership and management that opens up myriad possibilities for innovations in health care and leadership. If leaders stand still and don't quickly adapt to the new demands, they will be killed as leaders in this new millennium. The next 20 years are only for those who can act and adapt quickly.

Delivery of Health Care↗
PubMedDate not supplied

TIQ (Technical IQ)--a survival skill for the new millennium.

Managing in the new technocracy of the new millennium will be challenging but also much more exciting than the work we do now. Twenty years ago, nurse managers weren't held accountable for the level of knowledge about financial outcomes that is expected now. The same will be true for technology. With electronic medical records, innovations in medical treatments, and the impact of the information and technologic revolution on the entire world, the interface between technology assessment, operationalizing technology, and continually upgrading staff to know what the implications of the technology revolution are will be imperative for success. That means that we must influence schools of nursing to include technology in their content now, and to help us prepare this generation of health care leaders to take a full seat at the leadership table to manage these complexities in the future. The success of the leader of the future will be measured by that person's ability to integrate the very complex issues of patient care and technology in a way that makes sense for patients, the organization, and the staff who will be working in a very complex environment. The leader's TIQ will be as important as other intelligences in the next 20 years.

Computer Literacy↗
PubMedDate not supplied

'Customerizing' in the new millennium.

Many might challenge the concept of customerizing in the health care systems in the face of financial losses caused by the Balanced Budget Act. But, now more than ever, we should be obsessed with the customer and work relentlessly to understand that the procedure is not the end goal. The experience around that procedure will bond the patient to us, or create a consumer who is left with anger. The secret to success, according to Seybold (1998), is "It's the customer, stupid!" (pp. xvi). She also notes that all we have to do is to focus on making it easier for the customer to work with us. We should pick our customers' brains, visit them, learn what they care about, and make it easier for them to work with us. We can't afford not to.$

Humans↗
PubMedDate not supplied

The leader as a retention specialist.

Retention problems will plague us for the near future. Blanchard and Waghorn (1997) believe that everyone wants to be magnificent, and not just ordinary. Unfortunately, often we expect only the ordinary and not the magnificent. People respond to our expectations. We can help staff to achieve magnificence by providing unconditional love and remembering that people are magnificent. Sometimes their behavior is a problem and certain things block the expression of their greatness, but all people are magnificent. If we create "sanctuaries of caring" where nurses and others are given the opportunity to achieve their innate nobility and magnificence, people will flock to participate in the noble and magnificent experience of patient care.

Humans↗
PubMedDate not supplied

On leadership. The new millennium and leadership: evolution or entropy?

Health care in the new millennium will be different. We have a wonderful opportunity to live in a new paradigm of leadership and management that opens up myriad possibilities for innovations in health care and leadership. If leaders stand still and don't quickly adapt to the new demands, they will be killed as leaders in this new millennium. The next 20 years are only for those who can act and adapt quickly.

Child↗
PubMedDate not supplied

On leadership. The culture of courage.

We all want health care to be delivered in an atmosphere of utmost integrity. However, integrity only occurs where there is courage to do the right thing in very difficult situations. Leaders must be very courageous to be successful. They must foster and build courage among their staff to create cultures in which the staff feel safe and supported to always act with integrity. We are not born with courage. We learn courage by eventually mastering situations in which we can act with less and less fear. The leader's obligation is to assess the environment and build opportunities for staff to work courageously with less and less fear as they master more difficult situations in their everyday lives.

Child↗
PubMedDate not supplied

It's transformation, not patient care!

Patient care isn't just about performing technical tasks. While that is a large and absolutely essential part of nursing care, the essence of care is helping patients and their families transform their lives into a healthful experience even though the essence may be a devastating diagnoses or a worsening illness. If we believe that patients are merely buying the technical skills of the nurse, we are in for a grievous disappointment. People today want to develop their intellectual assets and develop their souls at work. If the workplace can't help with this search, both patients and employees will find one that will. Patients want the opportunity to grow and transform their lives. And so do our staff. They will learn from leaders who are providing the role models and the environment for this to happen.

Humans↗
PubMedDate not supplied

'Customerizing' in the new millennium.

Many might challenge the concept of customerizing in the health care systems in the face of financial losses caused by the Balanced Budget Act. But, now more than ever, we should be obsessed with the customer and work relentlessly to understand that the procedure is not the end goal. The experience around that procedure will bond the patient to us, or create a consumer who is left with anger. The secret to success, according to Seybold (1998), is "It's the customer, stupid!" (pp. xvi). She also notes that all we have to do is to focus on making it easier for the customer to work with us. We should pick our customers' brains, visit them, learn what they care about, and make it easier for them to work with us. We can't afford not to $.

Adolescent↗