Spring 2018

NURS 7222-001 Leadership in Complex Healthcare Systems

All students are responsible for checking their UTHSCSA Livemail account regularly (i.e., daily or several times every week) to obtain Official University Communication regarding their courses, program and student status.

NOTE: Our campus has enabled the CANVAS MOBILE LEARN application. CANVAS tools such as discussions, quizzes or videos May or May NOT function on all mobile devices. This is because mobile devices are available with rapidly changing and different configurations. Hence, students must not depend on only a mobile device to access course materials. Students must have access to a laptop or desktop device to access course materials and complete assignments.

This course is Web Enhanced with WebCT icon
Please be sure to check the Current Computer Requirements

Welcome to N7222 Leadership in Complex Healthcare Systems. This course will require the class to meet once face-to-face for Module 1 on Jan. 13-14, 2018 from 9am to 12pm. The rest of the modules will be done online. A Canvas announcement will be sent with room location before that date.

Please review Module 1 on Canvas Course Content for readings and activities to be done prior to the first day of class.


FACULTY CONTACT INFORMATION

Eileen T. Breslin,PhD, RN, FAAN

Dean and Professor

Dr. Patty L. HawkenNursing Endowed Professor

School of Nursing
7703 Floyd Curl Drive (Mail Code 7951)
San Antonio, Texas 78229-3900

Office Phone: 210-567-5800

Email:Breslin@uthscsa.edu
Office Hours: By Appointment Only
Cell Phone: 413-374-7433

 

Adelita G. Cantu, PhD,RN

Associate Professor

School of Nursing

Email:cantua2@uthscsa.edu
Office Phone: 210-567-5834
Cell Phone: 289-7623



COURSE DESCRIPTION

Individual development of leadership skills for the transformation of healthcare and nursing practice is the focus of this course with emphasis on innovation and change. This course prepares nurses to assume leadership in complex healthcare systems through advanced communication, team building, conflict & board management, decision making, and collaborative skills.

CREDIT AND TIME ALLOCATION

Credit Hour Allocation: 2 Semester Credit Hours
Clock Hour Allocation: 2 Clock Hours Class (30 hours class)

PREREQUISITES

NURS 5339 Leadership for Quality, Safety, and Health Policy or equivalent

PROGRAM OUTCOMES

Upon completion of the Doctor of Nursing Practice (DNP) Program students will:

  1. Integrate nursing science, ethics, biophysical, psychosocial, analytical, and organizational sources to provide the highest level of specialty nursing practices.
  2. Develop, implement, and evaluate healthcare practices in healthcare systems that ensure quality improvement and patient safety.
  3. Use analytic methods and evidence based practices to improve practice outcomes and the practice environment.
  4. Implement and evaluate ethical healthcare information systems and patient care technology to improve the quality of patient health outcomes and care systems.
  5. Advocate for healthcare practices that advance social justice, equity, and ethical policies within all healthcare arenas.
  6. Employ interprofessional collaborative teams to improve patient and population health outcomes and healthcare delivery systems.
  7. Lead the integration and institutionalization of (evidence based) clinical prevention and population based health guidelines.
  8. Use clinical judgment, systems thinking, accountability, and specialized knowledge to design, deliver, and evaluate evidence based, culturally proficient care to improve patient, population, and health systems outcomes.

COURSE OUTCOMES

  1. Analyze personal characteristics that facilitate and pose barriers to effective leadership, team building, conflict and board management, decision making and collaboration.
  2. Critique effective communication and collaborative skills in the development and implementation of practice models, peer review, practice guidelines, health policy, standards of care and other scholarly products.
  3. Apply decision-making models as they relate to innovation and change.
  4. Explore opportunities and challenges in leading intra/interprofessional teams in the analysis of complex practice and organizational issues.
  5. Evaluate consultative models with intra /interprofessional teams to create change in healthcare and complex healthcare delivery systems.

CLINICAL OUTCOMES

N/A

GRADING SCALE FOR GRADUATE COURSES

A = 4 points (90-100)
B = 3 points (80-89)
C = 2 points (75-79)
D = 1 point (66-74)
F = 0 points (65 or below)

CRITERIA FOR EVALUATION / GRADES

Online Participation  35%

Faculty will post discussion questions for each weekly class. Students are expected to make substantive comments for each question and respond to at 2 of their peers' comments.


Written Reflective Journal 35%

There are 3 reflective journals assigned for each overarching module. Students are expected to complete before due date that is stated on Canvas. A journal rubric is also posted on Canvas for each journal. 


Oral Presentation 30%

Students will make a 15 minute presentation to peers and faculty. This will be done online through the Canvas Conference Tool on Monday, April 30, 2018.

CELL PHONE POLICY

APA GUIDELINES

The APA Publication Manual 6th edition is required for use in all nursing school programs. 

SCHOLASTIC DISHONESTY

Students are expected to be above reproach in all scholastic activities. Students who engage in scholastic dishonesty are subject to disciplinary penalties, including the possibility of failure in the course and dismissal from the university. "Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion, and submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, any act designed to give unfair advantage to a student or the attempt to commit such acts." Regents Rules and Regulations, Part One, Chapter VI, Section 3, Subsection 3.2, Subdivision 3.22.

School of Nursing Netiquette Guidelines for Online Interaction

Netiquette guidelines provide information for behaving properly online, when using email, tweets or texts so that you may successfully communicate your thoughts in a manner that is respectful and avoids misunderstandings with others.

ADA ACCOMMODATIONS

Any student seeking reasonable accommodations through the Americans with Disabilities Act (ADA) should contact either the Associate Dean for Admissions and Student Services within the first week of the semester or schedule a meeting with the UTHSCSA ADA Compliance Office so that appropriate accommodations may be arranged. A request for accommodations (Form ADA-100: http://uthscsa.edu/eeo/form100-Faculty-student-resident.pdf) must be completed and submitted to the Executive Director of the ADA Compliance Office before accommodations can be provided. Additional information can be provided in the Student Success Center, Room 1.118 or through the ADA Compliance Office website: http://uthscsa.edu/eeo/request.asp.

REQUIRED TEXT / REFERENCE

Adner, R. (2012) The Wide Lens: A New Strategy for Innovation. London; Penguin Books
ISBN 9781591844600

Blenko, M.W., Mankins, M.C. & Rogers, P. (2010). Decide and deliver: 5 steps to breakthrough performance in your organization. Boston, MA: Harvard Business Review Press, Bain & Company
ISBN 9781422147573

Block, Peter. (2011). Flawless Consulting: A Guide to Getting your Expertise Used. San Francisco:Wiley.
ISBN9780470620748

Dyer, Gibb W. Team Building; Proven Strategies for Improving Team Performance. SanFransisco, CA: Wiley.
ISBN 9781118105139

Ernst, C. & Chrobot-Mason, D. (2011). Boundary spanning leadership: Six practices for solving problems, driving innovation, and transforming organizations. United States of America: McGraw-Hill
ISBN 9780071638876

Heifetz, R. A., & Linsky, M. (2017). Leadership on the line: staying alive through the dangers ofchange. Boston, MA: Harvard Business Review Press.

Patterson, K. Grenny, J., McMillan, R. & Switzler, A. (2012). Crucial conversations: Tools for talking when stakes are high. United States of America: McGraw-Hill
ISBN 9780071401946

Runde, C.E. & Flanagan. T.A. (2010). Developing your conflict competence: A hands-onguide for leaders, managers, facilitators, and teams. San Francisco, CA: JesseyBass
ISBN 9780470505465

Stroh, D (2015) Systems Thinking for Social Change. Whiteriver Junction: Chelsea Green Publishing
ISBN 9781603585804

Trower, C. A. (2013). The practitioners guide to governance as leadership. San Francisco: JohnWiley& Sons.
ISBN 9781118109878

RECOMMENDED (OPTIONAL) TEXT / REFERENCE

Robinson, M. K. (2001). Nonprofit boardsthat work: the end of one-size-fits-all governance. New York: Wiley
ISBN 0471354325

Rogers, Michael. (2017).You Are The Team. Create Space Publishing.

Stone, D., Patton, B. & Heen, S. (1999). Difficult conversations: How todiscuss what matters most. New York, NY: Penguin Books
ISBN 9780140288520

Verganti, R. (2014). Design-driven innovation: changing the rules ofcompetition by radically innovating what things mean. Boston, MA: HarvardBusiness Press.
ISBN 9781422124826






CONTENT OUTLINE

Module 1 Executive leadership for complex situations

•Inventories of leadership style
•Self reflection


Module 2 Tools for executive leadership

•Advanced communication
•Conflict management
•Decision making model
•Facilitating design driven innovation
•Systems Thinking for Change
•Board Management
•Team Building


Module 3 Putting it all together 

•Consultative models
•Adaptive leadership

CALENDAR - 1st Day Only

Please check the schedule for recent updates on Class Dates & Room.


Please review the course in Canvas and complete the assignment in Module One.  

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