See attached file

Read the case study on page 142 in Chapter 7 of your Grossman text. Post a past or future vision that you have or would like to implement. Use Cohen’s Essential Principles to frame the development of your vision. Explain what your vision is and the principles you used to come to this vision.

Case Study

Cohen (2004) emphasizes the importance of being aware of environmental influences and how it sometimes is necessary to change strategy or components of a strategy in order to fulfill goals. He also reminds us that the success of strategy depends on the “judgment and leadership qualities of the individual responsible for the undertaking” (p. vii). He offers 10 essential principles that are helpful when developing and carrying out one’s vision:

• Commit fully to a goal. . . . Always invest fully in what you have identified as a goal.

• Seize the initiative and keep it. . Grab the opportunity to share your thoughts and maintain the idea’s visibility.

• Economize to best use your resources. Think twice before spending so you will have enough resources to fill your needs.

• Use strategic positioning. . Think carefully how your new idea or change will affect everyone and how it interacts with every part of the system.

This case depicts how nurses were able to use their creative abilities and energize themselves and colleagues by following their dream. There was much unhappiness and low morale on the trauma unit where a group of nurses were employed. It was related to strictly enforced role limitations for registered nurses (RNs). Because of the multiple residents rotating through their unit, it was difficult to gain new skills, communicate with physicians, and collaborate with the Intensivists about the challenging cases. The nurse manager was not interested in having an Acute Care Nurse Practitioner and constantly blocked any ideas to hire one. The unit was fairly noncollaborative with the physicians. Nurses took orders from the doctors and were not encouraged to discuss their perceptions or share their knowledge about individual patients. Three nurses on the unit were interested in becoming Acute Care Nurse Practitioners so that they could achieve more autonomy in their practice. They were matriculated in the same Doctor of Nursing Practice program and beginning their clinical component. The hospital’s policy was that staff should not do their student rotations at their place of employment, if possible, so the students were assigned to the other level 1 trauma hospital in the city. The three nurse practitioner students observed that the RNs at this other institution had a larger practice scope than the RNs at their original hospital. Because the RNs’ role was expanded, their student nurse practitioner role was also expanded and created opportunities for growth that they had never expected. The three students developed and communicated a new vision for their unit with their colleagues, which allowed for an upgrading of the RN role and empowered the RN staff to dispel the “handmaiden mentality.” The staff, led by the three nurse practitioner students, generated multiple changes and soon had an impact on the culture of the unit to such a degree that the nurse manager transferred to another management position out of the critical care area. One of the students applied and was promoted to the nurse manager position and led the nurses in creating goals, accomplishing them, gaining new skills and responsibilities, creating new Acute Care Nurse Practitioner roles, and restructuring the unit to become a collaborative practice model. This unit’s progress was a result of a team effort, which created a new vision and empowered staff to step up to a new role that eventually involved the entire unit. This is an example of how three nurses’ efforts encouraged a whole unit to have ownership in the change process by being energetic, excited, and enthusiastic.