The emerging principles and practices of appreciative leadership

Porter-OʼGrady, Tim; Malloch, Kathy

doi:10.1097/01.numa.0000771732.53948.85

Cited by 9 publications

(11 citation statements)

References 14 publications

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“…These good achievements were possible mainly for two reasons: This educational process was also facilitated by the limited number of our PICU staff. Organizational and cultural changes, in fact, are more difficult to be accepted in large PICU units (35). Thus, the inconvenience of working in a human resourcelimited PICU became a practical advantage in terms of education and training.…”

Section: Discussionmentioning

confidence: 99%

The LiberAction Project: Implementation of a Pediatric Liberation Bundle to Screen Delirium, Reduce Benzodiazepine Sedation, and Provide Early Mobilization in a Human Resource-Limited Pediatric Intensive Care Unit

et al. 2021

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Background: Delirium, bed immobilization, and heavy sedation are among the major contributors of pediatric post-intensive care syndrome. Recently, the Society of Critical Care Medicine has proposed the implementation of daily interventions to minimize the incidence of these morbidities and optimize children functional outcomes and quality of life. Unfortunately, these interventions require important clinical and economical efforts which prevent their use in many pediatric intensive care units (PICU).Aim: First, to evaluate the feasibility and safety of a PICU bundle implementation prioritizing delirium screening and treatment, early mobilization (<72 h from PICU admission) and benzodiazepine-limited sedation in a human resource-limited PICU. Second, to evaluate the incidence of delirium and describe the early mobilization practices and sedative drugs used during the pre- and post-implementation periods. Third, to describe the barriers and adverse events encountered during early mobilization.Methods: This observational study was structured in a pre- (15th November 2019–30th June 2020) and post-implementation period (1st July 2020–31st December 2020). All patients admitted in PICU for more than 72 h during the pre and post-implementation period were included in the study. Patients were excluded if early mobilization was contraindicated. During the pre-implementation period, a rehabilitation program including delirium screening and treatment, early mobilization and benzodiazepine-sparing sedation guidelines was developed and all PICU staff trained. During the post-implementation period, delirium screening with the Connell Assessment of Pediatric Delirium scale was implemented at bedside. Early mobilization was performed using a structured tiered protocol and a new sedation protocol, limiting the use of benzodiazepine, was adopted.Results: Two hundred and twenty-five children were enrolled in the study, 137 in the pre-implementation period and 88 in the post-implementation period. Adherence to delirium screening, benzodiazepine-limited sedation and early mobilization was 90.9, 81.1, and 70.4%, respectively. Incidence of delirium was 23% in the post-implementation period. The median cumulative dose of benzodiazepines corrected for the total number of sedation days (mg/kg/sedation days) was significantly lower in the post-implementation period compared with the pre-implementation period: [0.83 (IQR: 0.53–1.31) vs. 0.74 (IQR: 0.55–1.16), p = 0.0001]. The median cumulative doses of fentanyl, remifentanil, and morphine corrected for the total number of sedation days were lower in the post-implementation period, but these differences were not significant. The median number of mobilizations per patient and the duration of each mobilization significantly increased in the post-implementation period [3.00 (IQR: 2.0–4.0) vs. 7.00 (IQR: 3.0–12.0); p = 0.004 and 4 min (IQR: 3.50–4.50) vs. 5.50 min (IQR: 5.25–6.5); p < 0.0001, respectively]. Barriers to early mobilization were: disease severity and bed rest orders (55%), lack of physicians' order (20%), lack of human resources (20%), and lack of adequate devices for patient mobilization (5%). No adverse events related to early mobilization were reported in both periods. Duration of mechanical ventilation and PICU length of stay was significantly lower in the post-implementation period as well as the occurrence of iatrogenic withdrawal syndrome.Conclusion: This study showed that the implementation of a PICU liberation bundle prioritizing delirium screening and treatment, benzodiazepine-limited sedation and early mobilization was feasible and safe even in a human resource-limited PICU. Further pediatric studies are needed to evaluate the clinical impact of delirium, benzodiazepine-limited sedation and early mobilization protocols on patients' long-term functional outcomes and on hospital finances.

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Section: Discussionmentioning

confidence: 99%

The LiberAction Project: Implementation of a Pediatric Liberation Bundle to Screen Delirium, Reduce Benzodiazepine Sedation, and Provide Early Mobilization in a Human Resource-Limited Pediatric Intensive Care Unit

et al. 2021

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“…Clearly, crises are not business as usual, and the concept of crisis management includes incident command (IC) structures enacted during the surge periods of crises 28 . This structure lends itself to a practice of making all decisions, top down, during the crisis.…”

Section: Impact Of a Pandemicmentioning

confidence: 99%

Professional Governance in a Time of Crisis

Porter-OʼGrady¹,

Pappas²

2022

JONA: The Journal of Nursing Administration

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The global COVID-19 health crisis has significantly altered the structures and processes of healthcare in innumerable unanticipated ways. No profession has been more impacted or challenged than nursing. In many settings, nursing professional governance has been abandoned or neglected. The impact of this trend is outlined in this article. The authors suggest to nurse leaders that nursing professional governance can be an invaluable mechanism for nursing engagement in the midst of managing a crisis.

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“…When comparing relational styles with traditional leadership, it's obvious that linear, top-down approaches may have worked in the past, but the complexity and chaos of the current healthcare environment are much better aligned with a relational, inside-out approach. More recent evidence shows that sustainable and successful change rarely comes from the top of any system; rather, change originates at the system's center (point-of-service team members) and emanates outward, influencing all parts of the micro and macro system (metrics and culture) 6,8. Further, when considering that healthcare is a complex adaptive system of self-organizing parts (people) with interdependencies (interprofessional teams), the influence that relationships can have on how the people engage, respond, and work becomes clear 13,14…”

Section: Literature Reviewmentioning

confidence: 99%

“…The purpose of this project was to test the potential influence of a relational leadership style, Human-Centered Leadership in Healthcare (HCL-HC), can have on staff perceptions of work environment, nurse retention, and nurse leader turnover, and to test it against proposed outcomes identified in the theory, such as healthy work environment standards, nurse leader retention, and frontline nurse retention. HCL-HC is unique in its foundational concepts of relational leadership and is distinctively aligned with the complexity of humans and the healthcare system itself 7,8…”

mentioning

confidence: 99%