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Related Concept Videos

Planning Nursing Care I01:21

Planning Nursing Care I

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The planning phase of the nursing process helps nurses set priorities, outline patient-centered goals and expected outcomes, and tailor nursing interventions to align with the aligned care plan. Through the planning phase, the nurse applies critical thinking skills to align and develop interventions according to the patient's needs. It provides continuity of care allowing patients to receive the maximum benefit from treatment. It serves as a pilot plan for allocating individual staff to a...
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Acute Coronary Syndrome IV: Interprofessional Care01:28

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IntroductionThe management of Acute Coronary Syndrome (ACS) aims to minimize myocardial damage, preserve myocardial function, and prevent complications.Initial ManagementInpatient management involves continuous cardiac monitoring, preferably in an ICU, focusing on blood pressure, serum sodium, potassium, and creatinine levels, and urine output. Ongoing pharmacologic management is crucial for stabilizing the patient.Supplemental Oxygen: Administer supplemental oxygen if oxygen saturation is...
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Dysrhythmias VII: Nursing Management of Dysrhythmias01:25

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Nursing management of dysrhythmias involves the following:AssessmentSubjective Assessment:The initial step involves gathering patient-reported symptoms such as dizziness, palpitations, and chest discomfort. It is crucial to collect a detailed history, including previous heart conditions, current medication use, and lifestyle factors like caffeine and alcohol consumption.Objective Assessment:This involves observing clinical signs such as jugular venous distention, cool and pale skin, and...
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Methods of Documentation VI: Case Management Model01:15

Methods of Documentation VI: Case Management Model

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The case management model is a multidisciplinary approach that involves healthcare professionals from diverse disciplines, such as physicians, nurses, therapists, social workers, and pharmacists, working collaboratively to address the various needs of patients. Each healthcare professional brings unique expertise and perspectives, contributing to a more comprehensive understanding of the patient's condition and tailoring treatment plans accordingly.
For example, a patient with a chronic...
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Methods of Documentation II: POMR01:26

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The Problem-Oriented Medical Record (POMR) revolutionized medical record-keeping by introducing a systematic approach focusing on the patient's problems rather than merely listing symptoms. Dr. Lawrence Weed's introduction of this method in the 1960s marked a significant advancement in medical documentation. The POMR framework consists of four key components: the database, problem list, plan of care, and progress notes.
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SBAR II: Application of SBAR01:14

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SBAR is an effective communication tool used by healthcare professionals to communicate patient information accurately. SBAR stands for Situation, Background, Assessment, and Recommendation. For a better understanding, an example is given below.
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Updated: Mar 14, 2026

Setting Up a Stroke Team Algorithm and Conducting Simulation-based Training in the Emergency Department - A Practical Guide
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Process redesign for time-based emergency admission targets.

Sandra G Leggat1, Richard Gough2, Timothy Bartram3

  • 1Faculty of Health Sciences, La Trobe University , Bundoora, Australia.

Journal of Health Organization and Management
|September 30, 2016
PubMed
Summary
This summary is machine-generated.

Hospital staff perceived process redesign initiatives, like Lean Six Sigma (LSS), had mixed impacts on emergency department (ED) quality of care. Staff noted tensions between efficiency goals and patient duty of care.

Keywords:
Business process re-engineeringEmergency departmentEmergency servicesHuman resource managementLean Six SigmaProcess redesignQualityQuality of care

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Area of Science:

  • Healthcare Management
  • Process Improvement
  • Qualitative Research

Background:

  • Hospitals increasingly use process redesign to enhance emergency department (ED) efficiency amid rising demand.
  • Existing research on process redesign effectiveness is often inconclusive due to methodological limitations.

Purpose of the Study:

  • To investigate hospital staff perceptions regarding the impact of a process redesign initiative on the quality of care.
  • To explore staff experiences with a Lean Six Sigma (LSS) initiative in a large metropolitan hospital.

Main Methods:

  • A retrospective qualitative case study design.
  • In-depth, semi-structured interviews with 26 staff members involved in the LSS initiative (2012-2013).
  • Thematic content analysis of interview data.

Main Results:

  • Staff frequently discussed quality of care in relation to the LSS implementation.
  • There was significant disagreement among staff regarding the project's success.
  • The redesign did not bridge divides between clinicians, nor between managers and clinicians.
  • Staff reported a conflict between production pressures and their individual patient duty of care.

Conclusions:

  • Process redesign initiatives in healthcare require robust supporting management practices.
  • Staff perceptions highlight the complex interplay between efficiency drives and quality of patient care.
  • Further research is needed to understand the nuanced impacts of process redesign on healthcare delivery.