Propose a future development that affects value-based healthcare and address the following.
- What would you create, and why? What problem does this innovation solve?
- How does this innovation impact value-based healthcare?
- How will it enhance your leadership capacity?
- As a leader, explain one barrier you may have in implementing the innovation and how you could use the 5-Stage Innovation-Decision Process to overcome that barrier.
- CO2. Investigate the role of advanced nursing practice in innovation and transformation to propose solutions impacting healthcare systems. (PO 6)
- CO4. Assimilate attributes for intra-/inter-professional collaboration across healthcare settings (PO 8)
- CO5. Formulate selected strategies for leadership and influence across healthcare systems. (PO 8)
Reflection on Learning
Reflective inquiry allows for expansion in self-awareness, identification of knowledge gaps, and assessment of learning goals. Each week, you will reflect upon what you have learned and complete a reflective journal assignment: Reflection on Learning. Each weekly reflection is placed in one document, which will be submitted for grading at the end of Week 7. There is no weekly reflection in Week 8 because a reflection is incorporated into the discussion question. Please review the Reflection Guidelines and Rubric for complete assignment requirements. Create a document where you will keep your weekly reflection.
In your document, write 1 page reflecting on your experience of beginning your journey to achieve your DNP and becoming a practice scholar.
- As you assess your learning, provide one specific example of how you achieved the weekly objectives by participating in the weekly readings, discussions, or activities (the weekly objectives are found in each week’s “Student Lesson Plan for Learning Success”).
- What are the leadership competencies that support the creation of an innovative, high-value healthcare culture?
- What do you value most about your learning this week?
Hello there! Welcome to Week 5! This week on your journey, we’ll explore strategies for leading innovation with creative solutions. In the current healthcare environment, practice scholars must develop the ability to integrate leadership and innovation to facilitate effective change within nursing units, interprofessional teams, organizations, communities, and health systems. Today’s DNP graduate must possess the ability to see differently and envision possibilities. You will be less reliant on tactics and operations and more reliant on strategies and vision. Capacity for innovation is no longer optional. Remember, innovation is more than a process. For true strategic and visionary thinking, you must unleash your creativity to meet evolving challenges. That’s why you’ll have the opportunity to explore purposeful innovation, including technology as an innovation. How will you use creativity to solve problems as a practice scholar? Let’s find out!
Week 5: Student Lesson Plan for Learning Success
Outcomes, Objectives, and Concepts
| Weekly Outcomes | Weekly Objectives | Main Topics and Concepts |
| Investigate the role of advanced nursing practice in innovation and transformation to propose solutions impacting healthcare systems. (PO 6) Differentiate attributes of effective leaders and followers in influencing healthcare. (PO 6)Assimilate attributes for intra-/inter-professional collaboration across healthcare settings (PO 8)Formulate selected strategies for leadership and influence across healthcare systems. (PO 8) | Propose innovative solutions to improve healthcare outcomes.Prioritize high-value healthcare.Integrate transformational leadership to promote high-value healthcare.Appraise principles of interprofessional collaboration in advanced nursing practice.Investigate the value of adaptive leadership in promoting a culture of innovation.Appraise the role of the practice scholar in promoting a value-based healthcare system. | Types and Values of InnovationPurposeful InnovationTechnology as an Innovative StrategyIntervention PlanningThe Adaptive Leader |
Foundations for Learning
Start your learning this week by reviewing the following:
Friedman, S. D. (2017). How to be innovative. https://chamberlainuniversity.idm.oclc.org/sso/skillport?context=138805 (Links to an external site.)
Bradberry, T. (2014). What adaptive leaders do. https://chamberlainuniversity.idm.oclc.org/sso/skillport?context=69844 (Links to an external site.)
Student Learning Activities
| Learning Activities | This week you will complete: PrepareAssigned ReadingsExplore Interactive LessonTranslate to PracticeDiscussion QuestionProfessional Leadership Communication and the Practice ScholarReflectReflection on Learning |
| Additional Resources | Bradberry, T. (2012, November 9). Leadership 2.0: Are you an adaptive leader? Forbes Now: U.S. Edition. https://www.forbes.com/sites/travisbradberry/2012/11/09/leadership-2-0-are-you-an-adaptive-leader/#74eeb1f032c8 (Links to an external site.) Bodell, L. (2016). Culture of change and innovation. https://chamberlainuniversity.idm.oclc.org/sso/skillport?context=112249 (Links to an external site.) |
Learning Success Strategies
- Complete the Week 5 assignment paper. Use the “Directions and Grading Criteria” table in the assignment guidelines to write each section of your “Professional Leadership Communicationand the Practice Scholar” assignment. Review your rough draft against the grading rubric to ensure you have accomplished each criterion. This will keep you on-task and organized.”
- Explore creative leadership innovations that have been applied in your practice setting as you interact with this week’s lesson.
- Develop your ideas and thoughts through the interactive discussion (Review the discussion guidelines and rubric to optimize your performance).
- You have access to a variety of resources to support your success. Click resources on the home page to access program and project resources.
- Your course faculty is here to support your learning journey. Reach out for guidance with study strategies, time management, and course-related questions.
Chism, L. A. (2019). The Doctor of Nursing Practice: A guidebook for role development and professional issues (4 th ed.). Jones & Bartlett Publishers.
- Chapter 12: Shaping Your Brand: Marketing Yourself as a DNP Graduate
- Rogers’s Diffusion of Innovation Theory, p. 304
Marshall, E. S. & Broome, M.E. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer Publishing Company.
- Chapter 2: Understanding Contexts for Transformational Leadership: Complexity, Change, and Strategic Planning
- Complex Environments and Continual Change, P. 46- 54
- [FOCUS Area: Change and Reflective Adaptation, p. 50]
- Complex Environments and Continual Change, P. 46- 54
Week 5: Addressing Healthcare’s Innovation Challenge
Types and Values of Innovation
White, Dudley-Brown, and Terhaar (2016) discuss that innovation, for translation science, is the new knowledge or new evidence which is applied to a problem or situation. Interestingly, the knowledge or evidence may not itself be new, but new to the nursing situation or problem to which it is being applied. Sometimes these creative solutions are actually new applications for existing challenges. Nurses, in fact, are often compared to MacGyver (Pallor & Freedman, 1985), the fictional television secret agent who could solve problems with any common tool nearby, like his Swiss Army Knife, a rubber band, or a paperclip. Nursing leaders do likewise, but with an arsenal of creative, leadership tools.
Types and Values of Innovation
View the activity below to learn more about the types and values of innovation.
Types and Values of Innovation (Links to an external site.)
Types and Values of Innovation
The word innovation, or innovate, is of Latin origin of two combined roots: “in” (into) and “novare” (make new). We use the word today when we talk about making changes to established processes, elements, or technology or changing them in some way to address a problem or challenge. An innovation could be a new idea about how to perform an old task, a more efficient method for a procedure, or a newly formed gadget that solves a physical problem.
Click each types of innovation button to learn more. When ready, click Explore Further to learn more about types and values of innovation.
Incremental Innovation
Usually, incremental innovation is seen most often in healthcare, where emerging ideas and technologies slowly adjust and replace existing processes and technologies. For example, email platforms, online web and video conferencing enterprises, and online learning management systems are adjusted and upgraded/updated with new software innovations.
Disruptive Innovation
Disruptive innovation is a theoretical construct which emerged as a result of Christensen’s (1997) ideas about business and technical innovations that are so successful that they replace the existing product or service. For example, the telephone rapidly replaced the telegraph (to the chagrin of Western Union who laughed at the idea and refused to buy Alexander Graham Bell’s patent). The innovation disrupted the communication status quo, much like the cell phone did to land lines.
Architectural Innovation
We have all used some type of architectural innovation in our practices, which are practices or technologies borrowed from the innovations in other disciplines (or in business terms, other markets). These innovations change the architecture of a service or a product without necessarily changing its components (Henderson & Clark, 1990). For example, healthcare learned from aviation the importance of checklists or standard procedures. From the U.S. Navy, healthcare adopted the effective Situation-Background-Assessment-Recommendation (SBAR) communication tool.
Disruptive Innovation – Explore Further
In health care, we have seen similar disruptive technologies and ideas take root and change the establish market (Sensmeier, 2012). For example, advanced nurse practitioners in retail pharmacies, iPad charting, telemedicine, and new technologies in blood glucose monitors may all be emerging disruptive innovations from a business perspective.
- How might a role of the DNP be a disruptive innovation which will positively change the face of healthcare?
Architectural Innovation – Explore Further
What architectural innovation have you identified or could you adopt as a DNP leader?
Purposeful Innovation
Peter Drucker (2008), often referred to as the founder of modern management, explained that innovation is vital in any business, whether it is a new idea, a different method, or a technical creation. But to have these innovations require purposeful planning, analysis, and methodical improvements. Innovation just doesn’t happen spontaneously. It is born of need. A smart rat creates the need to build a better trap. Haskell (2014) said it this way: “Innovation (in its many
forms) is a guided exploration of purposeful uncertainty” (p. 240).
Click Challenge and Solution to learn more. When ready, click Explore Further to reflect upon purposeful innovation through your leadership.
Ginny Porowski, RN, needed to find a solution to easily prevent contamination from a soiled gown, so she created the GoGown: http://thegogown.com/ (Links to an external site.)
Sisters Terri Barton Salinas and Gail Barton-Hay, both RNs, were challenged with the need to prevent IV medication errors and invented Colorsafe IV Lines: http://www.colorsafeivlines.com/iv-solutions/ (Links to an external site.)
Purposeful Innovation – Explore Further
What issues need solving in your nursing practice? How can innovation be used to solve this issue? Remember, innovation challenges typically start with “In what ways might we…?” or “How could we…?” or “What new…might…?”
As a DNP leader, you can manage this type of purposeful innovation through your leadership. Many of the characteristics of transformational leadership we have explored aid in purposeful innovation, as do quality improvement methodologies, change management models, and project management steps.
Technology as an Innovative Strategy
In today’s rapidly changing electronic and robotics environment, technology as an innovative strategy is evident. Just a few years ago, smart phones were banned from many clinical settings because they were seen as distractors to care. Today, more and more organizations embrace smart technology as a facilitator to care. Patient teaching, medical facts, medication calculations, inter-unit and inter-organizational communication, and emergency management are just a few of the innovative solutions born out of necessity.
What new technology would make your current practice obsolete?
Intervention Planning
Soon you will be planning your DNP practicum project and writing its chapters. In NR-702, you will craft your project proposal, and much of that document will involve intervention planning. As you have studied in the previous courses, change theory is an integral part of planning for a project intervention, just as you would in practice. As we have discussed in this section, leading through purposeful innovation is a method for change discovery. One theory we discussed earlier was Rogers’ (2003) Diffusion of Innovation model that outlines the 5-Stage Innovation-Decision Process that occurs through communication channels over time among individuals within a social system:
- Knowledge Stage: members are introduced and acquisition of the new knowledge or technology occurs but the willingness to change does not
- Persuasion Stage: the members are open to change
- Decision Stage: the members commit to change through innovation implementation or reject it
- Implementation Stage: the members implement the innovation
- Confirmation Stage: the innovation is in place and confirmed (often in terms of validity and reliability)
Top 10 Medical Innovations and How is Technology Changing the Healthcare Sector?
View the following videos to learn more about innovation.
Top 10 Medical Innovations: 2018 (Links to an external site.)
How is technology changing the healthcare sector? (Links to an external site.)
The Adaptive Leader
Rapidly changing environments, like today’s healthcare landscape, require leaders to adapt their styles, behaviors, and even attitudes to reflect the current situation. Adaptive challenges must be met by adaptive leaders who are transformational in nature, draw from all resources (including other leaders), as they observe, interpret, and intervene in the adaptive leadership process. Adaptive leaders are less reliant on tactics and operations and more reliant on strategies and vision. For strategic and visionary thinking, effective leaders must free their creativity to meet unfolding and complex challenges. Mulder (2017) outlines the mindset of an adaptive leader around four elements.
View the following activity to examine the characteristics of adaptive leaders.
Characteristics of Adaptive Leaders
- Know your Environment: Adaptive DNP leaders should embrace the uncertainty of the changing healthcare environment and look for new approaches to achieve the health outcomes of their patients. This may not be the time to be sticking to the rules of the previous volume-based model of care. Those leaders who develop different perspectives, that go beyond the tradition way of thinking, and encourage their team members to do the same, can adapt to, and thrive, in the new value-based model of healthcare.
- Lead with Empathy: Adaptive DNP leaders should embody an interprofessional, collaborative, attitude. Through this type of attitude, they will understand alternative perspectives and be able to respond with empathy. Adaptive DNP leaders should reward their employees with autonomy to work independently and manage their own activities. It is through this type of intrinsic motivation that employees are allowed to grow and contribute to the organization.
- Learn from Self-Assessment and Reflection: During this time of organizational change, adaptive DNP leaders should encourage experimentation to improve processes that lead to positive patient experiences and outcomes. Some experiments may fail, but failures can serve as lessons for the future. Adaptive DNP leaders should encourage their teams to reflect on both their successes and failures. It is important that employees are able to trust the team to identify mistakes and problems in order to respond quickly to them.
- Find the Win-Win Solution: Adaptive DNP leaders value platforms for cooperation and build on them. Healthcare depends on multiple layers of stakeholders including providers, suppliers, insurers, and teams of support personnel. Adaptive DNP leaders need to include these stakeholders in the new value-based model in order to sustain a changing economical business model. Value-based care cannot be provided without having a win-win solution for the transition from volume-based care.
The Adaptive Leader Reflection
Now, reflect upon how your role as an adaptive leader in leading effective change. How will you use your leadership ability to think strategically, innovate, and engage stakeholders in meaningful system improvement?
Hello! Let’s review what you learned in Week 5. You now know that innovation plays an essential role in your ability to address problems in healthcare. After many years of chaotic attempts at progress, nurse at all levels are making a commitment to learning and active engagement in the process of transforming healthcare. As conversations occur nationwide regarding patient-centered outcomes and value-based healthcare, DNP graduates are emerging prepared to engage in innovative leadership to drive these outcomes. DNP Essential II, Organizational and Systems for Leadership for Quality Improvement and Systems Thinking, aligns closely with the requisite set of skills needed for leading transformative change. I believe that strategic thinking is the most important competency of a leader, and that strategic thinking precedes strategic planning. Do you agree? I bet you do by the end of the week! Let’s move onward to explore the scientific underpinnings of leadership. See you in Week 6!
References
Christensen, C. M. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Harvard Business Review Press.
Drucker, P. F. (2008). The essential Drucker: The best of sixty years of Peter Drucker’s essential writings on management (Collins Business Essentials). HarperCollins Publishers.
Haskell, C. (2014). 6/26 Correlations between crisis management and innovation. Integral Leadership Review, 14(2), 240-253.
Henderson, R., & Clark, K. (1990). Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35(1). https://doi.org/10.2307/2393549
Mulder, P. (2017). Adaptive leadership. https://www.toolshero.com/leadership/adaptive-leadership/ (Links to an external site.)
Pallor, T. (Writer), & Freedman, J. (Director). (1985). Pilot [Television series episode]. In H. Winkler & J. Rich (Executive Producer), MacGyver. Paramount Television Network.
Rogers, E. M. (2003). Diffusion of innovations (5th ed.). Free Press.
Sensmeier, J. E. (2012). Disruptive innovation and the changing face of healthcare. Nursing Management, 43(11), 13-14. https://doi.org/10.1097/01.NUMA.0000421681.71712.86
White, K. M., Dudley-Brown, S., & Terhaar, M. F. (2016). Translation of evidence into nursing and health care (2nd ed.). Springer Publishing Company.
