Quinn's Competency Framework Model Term Paper

Pages: 7 (2216 words)  ·  Bibliography Sources: ≈ 12  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

¶ … hospital where I am employed decided to join the 100,000 Lives Saved Campaign

The purpose of the campaign is to enlist thousands of hospitals around the country in a pledge to execute changes in care management that have been proven to prevent avoidable deaths (100,000 Lives Campaign). There are six changes that are to be employed through this campaign (100,000 Lives Campaign). These changes include the deployment of rapid response teams, the prevention of adverse drug events, deliver reliable, evidence-based care for acute myocardial infarction, Prevent Ventilator-Associated Pneumonia, Prevent Surgical Site Infections and Prevent Central Line Infections (100,000 Lives Campaign).

I was approached and met with the manager of the MICU concerning my input in implementing the program at the hospital. I was approached because I had played a role in the Crisis Intervention Nurse at another health facility and thus had some experience with the model. At the other facility there was already a format being utilized and information about the startup materials. By the time the meeting was over we devised a plan to review time allotments, resources, roles and plans to begin the campaign as soon as possible. In addition we agreed to meet once a week to update everyone involved in the planning stage of the campaign.Buy full Download Microsoft Word File paper
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Term Paper on Quinn's Competency Framework Model Assignment

During the next meeting it was decided that the MICU and the Respiratory Therapy staffs would be the responders. The hour of operation would be from 1930 to 0700 (7:30pm to 7:00 AM) when there is the least amount of coverage from residents, attendings and medical students. We arranged for a pager number designed to spread information about the campaign. During the third meeting participants decided on when the campaign would begin. We also discussed feedback/staff inputs concerning working with our practice roles interaction with the medical staff and ward nurses. In addition there were also concerns about the junior staff nurses and their skill levels and staffing in the MICU; this concern was particularly significant as the facility is experiencing a staffing shortage and is also responsible for code blue calls. The individuals that were present at the meeting decided to share these concerns with the staff, come to some type of agreement and move on with the implementation of the program within two weeks.

The program began within the time frame that had been agreed upon after some adjustments were made to the coverage and the expansion of the coverage in coming weeks. Once the program was underway it was decided that the junior staff would be accompanied by the more experienced staff on call to observe and offer insight on cases. However, it was apparent that some staff numbers had not been made aware that the program was implemented. With this being understood staff made plans to make rounds to the various wards to inform staff about the implementation of the program and to answer any questions or concerns that they may have. In addition, staff members that run the new employment orientations were asked to incorporate information about the campaign.

Ten weeks after the initial start of the program, there is a more pronounced understanding of the campaign throughout the hospital. In addition, those involved have come to an understanding that the campaign is a work in progress and the staff is resistance to change and the acceptance of such a program. Through this campaign the Junior nurses and the ward nurses have been able to increase their skills and their confidence and their has also been a reduction in the amount of code blue calls during the ten-week period.

Feelings at the time of the Event

When I was approached by the manager I was excited to be considered as having expertise in the implementation of such a program. In addition, I also believed that the program was needed due to the many unwarranted calls and late calls on the status of patients. I also had many concerns about the implementation of the campaign because of the skills mix available at the hospital and the aforementioned problems in staffing shortages. Many of these concerns were discussed in the meetings with staff and management and I was gratified to see positive resolutions to arise from the discussions. It was also gratifying to observe actions unfolding using the management roles as described in the book Becoming a Master Manager: A Competency Framework by Quinn et al. In this book Quinn et al. describe a competency framework that incorporates four existing management competency models. In this book the authors assert that "By the mid-nineties it became clear that no one model was sufficient to guide a manager and it was in fact necessary to see each of the four models as elements of a larger model (Quinn et al. 10)."

According to Densten and Gray (n.d.) in their book Paradox Planning and Perserverance: Guideline for Managerial Practice "Quinn and Kimberley (1984) suggest that the framework can be used to explore the deep structure of organisational culture, the basic assumptions that are made about leadership, values, effectiveness, and organizational change and development. The framework provides a tool to broaden thinking about choices and effectiveness in organizations (Desten and Gray)."

This framework became an essential component in the development and implementation of the campaign. I was implementing the roles set forth by the Quinn competency model and I also observed managers form MICU and Respiratory using these roles. In my role as a responder, I also felt useful when I was able to persuade reluctant staff that there concerns would be addressed. In addition, there was a sense of accomplishment in being able to implement and manage change through this campaign. It was challenging to formulate a plan that would cover the Rapid Response team and the cold blue team without neglecting the other patients.

Other Issues

The other issues that I confronted in the implementation of this program were the poor skills mix and staffing shortage during the implementation stage of the campaign. In addition, I faced a formidable challenge in convincing apprehensive staff that this campaign would be necessary for improving healthcare at the hospital.

Part I Played in the Events in the Responder Management Role

I was open to changing care management in the hospital as I believed that it would result in positive outcomes for patients. In addition, I believed that such a program would improve the skill level of the staff involved in the campaign. Also, I was able to act as a mentor to junior nurses to improve their skills, motivation, and self-awareness in clinical areas. This was accomplished through the organization of the skills workshop in which the staff had to choose a skill to discuss and exhibit. I was also able to make rounds to all the units to discuss the program, expected outcomes, the need for the ward nurse participation and to talk about their concerns with the changes taking place, as well as the chance for them to expand their own skills.

Review and Discussion

Indeed this event caused me to delve into the competency framework set forth by the Quinn model. In doing so I was able to play several roles including that of mentor and facilitator (Densten and Gray (n.d.). According to the competency model the responder role is extremely important. As a responder I am responsible for solving any problems that may arise in the planning or implementation of the new program. Although I recognize my role and responsibility as a responder I also have to be confident in the competency of my peers to make decisions in my absence. If I did not have the ability to delegate authority the end result would be chaos.

The responsibilities of the responder include living with change and uncertainty, managing change and creative thinking (Facts not Fiction). All these things were especially important in this situation as we implemented a brand new program in our facility. As a responder it was also important that I was flexible and open to new ideas, assists others and myself in reacting appropriately to change, finds creative ways to solve problems, participates in planned changes, and responds critically and constructively to planned changes (Facts not Fiction).

The fact that I was flexible and open to new ideas was evident in the fact that I made myself available to be instrumental in the planning and implementation of the program. I played an instrumental role in describing the program to others and persuading them to be active in its development. In addition, I listened to their concerns and suggestions as it related to the implementation of the program.

I was able to assists myself and others in reacting appropriately to change by first making everyone aware of that the program was being implemented through visits to the various wards and delegating others to do the same. I was able to accomplish this by reducing anxiety about the changes that would be taking place through the implementation of the campaign. I was also… [END OF PREVIEW] . . . READ MORE

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