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Biomedical subjects

K Kerfoot

Publications and source records attributed to K Kerfoot.

At least 55 records · Page 3Linked to original sources
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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↗
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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.

Health Services Needs and Demand↗
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Creating a healing environment: the nurse manager's challenge.

Environments can create positive attitudes or they can induce negative feelings. The nurse manager's responsibility is to understand how different environmental designs can reduce patient and staff anxiety and stress. The patient care unit should support staff and patients and provide a caring, healing environment. Chapman makes the important point to "Do everything you can think of to take better care of your employees so that your employees in turn will take better care of patients" (1990, p. 19). Happy, cared-for staff will take excellent care of patients and create a healing environment.

Health Facility Environment↗
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Nurse/physician collaboration: a cost/quality issue for the nurse manager.

Excellence in nurse-physician relationships is possible and feasible, beginning and ending with the nurse manager setting the climate and culture that fosters mutual respect. As Leah Curtin (1982, p. 8) states, "We may be irritants, but we are not adversaries: Physicians know that patients need good nursing care and nurses know that patients need good medical care. Generally speaking, neither is possible in the absence of the other."

Humans↗
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Pitfalls and promises of diversification.

Diversification came upon the health-care scene with the promise of an expanded market base and financial solvency for all. Now with several diversification models advanced and successes and failures widely available for examination, what do we know about the potential pitfalls and promises of diversification? This article will present an overview of tried diversification models and analyze opportunities for success and warning signals of financial risk.

Economic Competition↗