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The coronavirus disease 2019 (COVID-19) pandemic has tasked health care organizations at all levels to respond to critical issues such as procuring personal protective equipment, initiating safety policies and procedures, and rethinking staffing needs. This article describes a program that was designed to focus on rapid competency validation for organizations who had to dial up staffing to meet the immediate demands of the health care crisis.Nurse managers by role are required to implement organizationally mandated actions with potential to threaten the psychological, physical, or emotional well-being of employees. Value conflicts, or a state of dissonance, can arise when managers do not believe in the necessity of the mandated action. The process undertaken by managers to resolve this state can threaten the individual well-being of the nurse manager, including their role engagement and professional commitment to the organization. This article describes the psychological challenges faced by frontline nurse managers as they attempt to resolve this stressful state. Recommendations for nurse managers and organizational executives are discussed.Teamwork and communication are paramount to patient safety. Poor communication during handoff is implicated in near misses and adverse events. Exposing nurses to other units' workflow early in their orientation may also aid in surge staffing. This study showed improvements in teamwork and communication, and a deeper understanding of another units' workflow.Maintaining connection and support of staff amid the unprecedented challenges of the coronavirus pandemic (COVID-19) was difficult. One nurse leader conscientiously sent "Monday morning messages" to assure consistent inspirational communication with staff. Although remote work caused the leader to be separated from the staff, these messages helped support them through adaption, change, progress, and promotion of resiliency. The ability to inspire is an essential leadership trait, invaluable in times of crisis.When the COVID-19 pandemic struck US hospitals in early 2020, many nurse leaders went into crisis mode management. As the pandemic ensued, shared governance endured at hospitals with well-established models, even without council meetings. At other hospitals, clinical nurses began to wonder what happened to shared governance. This article offers advice and lessons learned from the interplay between the COVID-19 pandemic and shared governance at American hospitals.Coronavirus disease 2019 (COVID19) shutdowns have impacted nursing education, particularly student clinical experiences. In this paper, we discuss how we adapted an accelerated MSN nursing administration clinical course to meet the needs of our practicing students and the Commission on Collegiate Nursing Education (CCNE) standards in the context of the COVID19 pandemic. Resources available through the American Organization for Nursing Leadership (AONL) were utilized. Students reported a supportive, valuable learning experience they could apply in their future practice as nurse leaders. Considerations for future revisions to the course and to the AONL Guiding Principles are also presented.SARS-CoV-2 (coronavirus disease 2019 [COVID-19]) has affected nearly every aspect of our lives. It has certainly changed how we deliver health care. click here In part, it has accelerated the development and use of technology solutions in health care. These technology tools were originally identified as mechanisms that would make future care easier or better; however, these tech solutions amidst COVID-19 are now viewed as essential. The use of technology discussed in this article has been accelerated during the current crisis because technology can provide distance, safety for health care professionals and patients, faster results reporting, virtual visits, and more. As we move forward, technology will continue to be positioned to best address public health needs and improve care efficiencies, as well as develop treatments and vaccines. Specifically, this article explores the adoption and growth of technology tools including telehealth, artificial intelligence, and robotics over the first 90 days of the COVID-19 pandemic in the United States.
Airway management remains a source of significant morbidity and mortality. This review considers recent summaries of complications and looks toward strategies to improve practice using a coordinated approach.
A safety gap can exist between national recommendations and local practice. A lack of attention to end tidal carbon dioxide has repeatedly contributed to airway mismanagement. Clinicians must be trained in newer airway devices (videolaryngoscopes or supraglottic airways) to use them effectively. Time must be found to teach rarely performed skills (e.g., front-of-neck access). Both larger and smaller hospitals have benefitted from an airway lead or response team, coordinating education programs, ensuring the adoption of guidelines, standardizing equipment, and recognizing the role of human factors and ergonomics.
Even in the twenty-first century, the incidence of airway-related morbidity and mortality can be reduced, by an institutionally supported, coordinated approach to the whole process of airway care.
Even in the twenty-first century, the incidence of airway-related morbidity and mortality can be reduced, by an institutionally supported, coordinated approach to the whole process of airway care.
This review aims to highlight key factors in the perioperative environment that contribute to transmission of infectious pathogens, leading to healthcare-associated infection. This knowledge will provide anesthesia providers the tools to optimize preventive measures, with the goal of improved patient and provider safety.
Over the past decade, much has been learned about the epidemiology of perioperative pathogen transmission. Patients, providers, and the environment serve as reservoirs of origin that contribute to infection development. Ongoing surveillance of pathogen transmission among these reservoirs is essential to ensure effective perioperative infection prevention.
Recent work has proven the efficacy of a strategic approach for perioperative optimization of hand hygiene, environmental cleaning, patient decolonization, and intravascular catheter design and handling improvement protocols. This work, proven to generate substantial reductions in surgical site infections, can also be applied to aide prevention of SARS-CoV-2 spread in the COVID-19 era.
