Addressing your selected national healthcare issue/stressor and how it impacts your work setting. Be sure to address the following: the national healthcare issue/stressor you selected and its impact on your organization. Use organizational data to quantify the impact (if necessary, seek assistance from leadership or appropriate stakeholders in your organization). a summary of the two articles you reviewed from outside resources on the national healthcare issue/stressor. Explain how the healthcare issue/stressor is being addressed in other organizations.the strategies used to address the organizational impact of national healthcare issues/stressors presented in the scholarly resources you selected. Explain how they may impact your organization both positively and negatively. Be specific and provide examples.resourcesforthework.docx
to your organization’s leadership team, addressing your selected national healthcare issue/stressor and how it impacts your work setting. Be sure to address the following: the national healthcare issue/stressor you selected and its impact on your organization. Use organizational data to quantify the impact (if necessary, seek assistance from leadership or appropriate stakeholders in your organization). a summary of the two articles you reviewed from outside resources on the national healthcare issue/stressor. Explain how the healthcare issue/stressor is being addressed in other organizations.the strategies used to address the organizational impact of national healthcare issues/stressors presented in the scholarly resources you selected. Explain how they may impact your organization both positively and negatively. Be specific and provide examples.
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Chapter 2, “Transformational Leadership: Complexity, Change, and Strategic Planning” (pp. 34–62)
Chapter 3, “Current Challenges in Complex Health Care Organizations and the Quadruple Aim” (pp. 66–97)
Read any TWO of the following (plus TWO additional readings on your selected issue):
Auerbach, D. I., Staiger, D. O., & Buerhaus, P. I. (2018). Growing ranks of advanced practice clinicians—Implications for the physician workforceLinks to an external site.. New England Journal of Medicine, 378(25), 2358–2360.
Gerardi, T., Farmer, P., & Hoffman, B. (2018). Moving closer to the 2020 BSN-prepared workforce goal.Links to an external site. American Journal of Nursing, 118(2), 43–45.
Jacobs, B., McGovern, J., Heinmiller, J., & Drenkard, K. (2018). Engaging employees in well-being: Moving from the Triple Aim to the Quadruple AimLinks to an external site.. Nursing Administration Quarterly, 42(3), 231–245.
Norful, A. A., de Jacq, K., Carlino, R., & Poghosyan, L. (2018). Nurse practitioner–physician comanagement: A theoretical model to alleviate primary care strainLinks to an external site.. Annals of Family Medicine, 16(3), 250–256.
Palumbo, M., Rambur, B., & Hart, V. (2017). Is health care payment reform impacting nurses' work settings, roles, and education preparation?Links to an external site. Journal of Professional Nursing, 33(6), 400–404.
Park, B., Gold, S. B., Bazemore, A., & Liaw, W. (2018). How evolving United States payment models influence primary care and its impact on the Quadruple AimLinks to an external site.. Journal of the American Board of Family Medicine, 31(4), 588–604.
Pittman, P., & Scully-Russ, E. (2016). Workforce planning and development in times of delivery system transformationLinks to an external site.. Human Resources for Health, 14(56), 1–15. doi:10.1186/s12960-016-0154-3. Retrieved from
https://human-resources-health.biomedcentral.com/track/pdf/10.1186/s12960-016-0154-3
Poghosyan, L., Norful, A., & Laugesen, M. (2018). Removing restrictions on nurse practitioners' scope of practice in New York state: Physicians' and nurse practitioners' perspectivesLinks to an external site.. Journal of the American Association of Nurse Practitioners, 30(6), 354–360.
Ricketts, T., & Fraher, E. (2013). Reconfiguring health workforce policy so that education, training, and actual delivery of care are closely connectedLinks to an external site.. Health Affairs, 32(11), 1874–1880.
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