Nov 19, 2015, 1:17 PM, Posted by
Building a Culture of Health requires supporting and connecting leaders who can drive change by tolerating risk and seeking inspiration through collaboration.
Building a Culture of Health isn’t easy. It may seem obvious, but think about it: Our nation didn’t develop its current Culture of Unhealth overnight. Reversing it won’t happen quickly, either. As John Lumpkin pointed out recently, paraphrasing Albert Einstein: “You cannot fix problems with the same logic you used in creating them.”
That’s why change leadership is so important.
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May 19, 2015, 9:00 AM, Posted by
Change leadership means thinking big about impact, responding to urgent needs, and actively tolerating risk. This is the kind of big, bold way of working—together—that will get us to a Culture of Health.
Just over a year ago, I started in a new role at the Robert Wood Johnson Foundation. Not long after, my colleagues and I began the exciting, challenging, and collaborative process of co-designing four new programs that will develop, train, and network change leaders who will help build a Culture of Health.
You may be wondering – What is change leadership? How do we know it when we see it? And, why is it essential for achieving RWJF’s vision?
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Here's the type of challenge our nation's leaders often face:
For a half-century, charities, nonprofits and local and federal governments have poured billions of dollars into addressing the problems plaguing [many] Americans. But each issue tends to be treated separately – as if there is no connection between a safe environment and a child’s ability to learn, or high school dropout rates and crime. –The Wall Street Journal, September 2013
Now here's an example of what change leadership looks like:
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Feb 2, 2015, 11:35 AM, Posted by
Teri Pipe, PhD, RN
In our fast-paced, overcommitted world, our typical automatic first response—to be better multitaskers and problem solvers—often leads to increased stress and reduced satisfaction. As leaders—especially in the high-stakes, quickly changing health care sector, we focus our attention outwardly on the well-being of others. We’re faced with a number of competing priorities, interruptions, and distractions that too often get the best of us. It seems that, for many, the noisy world has taken up residence within us.
As a nurse focusing on gerontology and oncology, I learned to help others find what was most important during times of bittersweet transition, prioritizing where and how their energy was spent. Through my clinical research experiences, I learned that the perception of stress, rather than a specific circumstance, could just as easily lead to physiologic consequences. I also observed how some people used their challenges to become more resilient, while others weakened.
Because of these experiences, the ideas of resiliency, mindfulness, and caring began shaping my research questions and investigations. My research and my work with my nursing colleagues showed me that teaching self-awareness, compassion and attention-focusing practices can reduce stress, build resilience and extend the positive impact of nurses and other leaders, including their ability to care for patients, strengthen communication, mentor others and lead successful organizations.
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Nov 21, 2014, 9:00 AM, Posted by
As PIN holds its final national meeting this week, the Human Capital Blog is featuring posts from PIN partners about the program’s legacy of encouraging innovative collaborative responses to challenges facing the nursing workforce in local communities. PIN is an initiative of the Northwest Health Foundation and the Robert Wood Johnson Foundation (RWJF).
The PIN journey with Arkansas Community Foundation and University of Arkansas for Medical Sciences (UAMS), among other partners, has been one of both providence and progress. It was in the fall of 2008 that we were approached by leaders from UAMS with the idea for us to become partners with them in this endeavor.
At first, the idea seemed daunting. Then, after some consideration by our senior leadership, it became an open door for opportunity—an opportunity to leverage the structure and resources of our foundation to complement the expertise of our colleagues and friends at UAMS to address a major issue of mutual concern: the aging population in our state and the significant shortage of adequately prepared nurses to care for that population. Not long into the partnership, our organizations realized this would be a match made in heaven.
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Nov 11, 2014, 1:00 PM, Posted by
Lori Escallier, PhD, RN, CPNP, is a professor and associate dean for evaluation and outcomes at the State University of New York at Stony Brook School of Nursing. She is her university’s project director for a program that helps veterans earn baccalaureate degrees in nursing (VBSN) and for New Careers in Nursing, a program supported by the Robert Wood Johnson Foundation (RWJF) and the American Association of Colleges of Nursing (AACN) that supports second-career nurses in accelerated master’s and baccalaureate nursing programs.
Human Capital Blog: Please tell us about your university’s program for nursing students who are veterans.
Lori Escallier: The project is entitled Enhancing the Nursing Workforce: Career Ladder Opportunities for Veterans. The purpose is to increase the enrollment, retention and educational success of veterans in the baccalaureate nursing program at Stony Brook. Our program operationalizes the collaborative efforts of the Health Resources and Services Administration, the Department of Defense, and the Department of Veterans Affairs (VA) by providing opportunities for veterans to transition into nursing careers.
HCB: How is the VBSN program helping to build a Culture of Health that more effectively serves veterans?
Escallier: One of the project’s aims is to enhance the nursing workforce with veterans. Veterans certainly have a good understanding of the needs of other veterans and their families. Who better to promote a Culture of Health for veterans than those who have “walked the walk?”
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