000			04054nam a2200421 i 4500
999			_c362849 _d362849 _x1
001			362849
003			ES-MaUEC
005			20230102121624.0
006			a||||fo|||| 00| 0
007			cr nn 008mamaa
008			210525s2021 sz | o |||| 0|eng d
020			_a9783030726485
024	7		_a10.1007/978-3-030-72648-5 _2doi
040			_aES-MaUEC _bspa _cES-MaUEC _dES-MaUEC
050		4	_aRT89 _b2021 EB
100	1		_aNeal-Boylan, Leslie _eautor _4aut _4http://id.loc.gov/vocabulary/relators/aut _9682244
245	1	0	_aInnovative Decision Making in Healthcare : _bA Case-Based Approach to Nursing Leadership in Academic and Clinical Settings _cby Leslie Neal-Boylan, Steven Rotkoff
250			_aFirst edition 2021
264		1	_aCham _bSpringer International Publishing _c2021
300			_a1 recurso en línea (XXI, 138 páginas) _b15 ilustraciones, 4 ilustraciones a color
336			_2rdacontent _aTexto _btxt
337			_2rdamedia _aelectrónico _bc
338			_2rdacarrier _arecurso electrónico _bcr
347			_aArchivo de texto _bPDF
505	0		_aPart One: Why Red Team? -- 1. Nursing Leadership in a Segmented Discipline -- 2. Why Red Teaming is a Better Way -- 3. The Red Team Toolbox: Improving the conversation and changing the frame of reference -- 4. The Red Team Tool Box: Understanding the Problem and Envisioning the Future -- 5. Applying Red Team Tools -- Part Two: Cases -- 6. Budget Cuts at Green University -- 7. Horizontal Violence in Pink Hospital -- 8. Strategic Planning at Yellow Institute -- 9. Who's in Charge at Orange School of Nursing? -- 10. Conflict between the front and back office staff at Purple Clinic -- 11. Hierarchy at Blue University School of Nursing -- 12. What to Build at Turquoise University School of Nursing -- 13. Merging Brown Visiting Nurse Association with Gray Health System -- Part Three: Conclusion -- 14. Conclusion.
520			_aLarge, successful organizations only transform after failure. If everything is going well, there is a tendency not to challenge methods. It is only once things have gone radically wrong that a successful organization starts to reexamine their methods and culture. This book is about organizational leadership, but provides a unique spin to promoting innovation, inclusion and transparency among employees. It examines co-author Steven Rotkoff's experiences as a retired US Army Colonel and Red Team strategies used by the military and the corporate world to make better decisions and improve organizational culture and applies them to nursing in both clinical and academic settings. Centering cases derived from US-based academic and clinical settings, the book discusses how and why some strategies do and others don't work and examines how these military and corporate strategies apply effectively to nursing settings. Turning a lot of the available literature on its head, this book offers new models and methods to foster better conversations, particularly between managers and staff. Nursing has changed in both academic and clinical settings. Just as military and corporate organizations have had to change their organizational behavior and leadership styles and methods to meet the needs of today's employees and consumers, the nursing profession must change to meet the needs of faculty, an inter-professional health care environment and our increasingly inclusive and diverse environments.
988			_aSpringer_Medicine_2021
650		7	_2embne _9156858 _aProtocolos de enfermería
700	1		_aRotkoff, Steven _eautor _4aut _4http://id.loc.gov/vocabulary/relators/aut _9682245
776	0	8	_iPrinted edition: _z9783030726478
776	0	8	_iPrinted edition: _z9783030726492
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-030-72648-5 _zAcceso a este recurso digital (usuarios Universidad Europea de Madrid)
942			_2lcc _cLE
998			_b02/2022 _dz _eb _zSI