What are the common classifications of drugs used in these systems?

What makes a drug family?

Why is it important to know and understand?

1. How do you think the anti-vaccination movement will affect the vaccine efforts related to the COVID-19 pandemic? Do you think vaccine hesitant individuals will be willing to vaccinate themselves and their family against COVID-19 due to the extenuating circumstances?

State Donor Services (SDS) centrally manages the state’s organ procurement and donation process. There had been a trend of declining organ availability for transplant, despite efforts to increase awareness and success in registering donors through the Division of Motor Vehicles. To help solve the problem, SDS approached State University Hospital (SUH), one of the biggest sources of and utilizers of donated organs through its renowned organ transplant programs. Initial exploration of the problem quickly indicated a consistent demand for organs, but organ donations at SUH were down, matching the pattern seen by SDS.

Chris Carter, the new administrator for SUH’s emergency department, was asked to build a team to solve this problem for SUH. The hospital’s Chief Operating Officer (COO) told Chris that this was a top priority because of the high visibility of the transplant programs, the revenues it brought to the institution, and the fact that the Chairman of Surgery had just threatened to leave the institution if SUH “didn’t fix this problem it had obviously created.” The COO gave Chris 2 weeks to get a team together and develop a solution, which Chris would present at SUH’s monthly Executive Committee meeting. Chris asked the COO for advice regarding whom to have on the team, and the COO referred him to the Chief Nursing Officer (CNO).

Chris went immediately to the CNO, but the first available meeting time she had was in 3 days. In the meantime, Chris gathered as much information as possible. On the third day, the CNO’s secretary called to cancel the meeting but suggested that he talk with the Nursing Division Director for Medicine. She met with Chris that afternoon, and together, they formulated a list of people they thought would be able to address the issue. SUH was a functionally structured organization, so they built a team with nursing directors from each of the transplant services and the emergency department, the Director of Patient Care Services, a clerk, a physician from the emergency room, and the State Medical Examiner—whose office was located at SUH and who was responsible for autopsies—as well as a clerk from his office.

The earliest possible meeting time for this group was in 3 weeks—well beyond the COO’s deadline. Nonetheless, Chris set up a meeting with as many team members as possible and met with the others individually. The team would be able to meet only once or perhaps twice given the aggressive deadline and members’ schedules.

Fearing the approaching deadline and wanting to waste no time, Chris got right to business when the group met. He told the group his goals and invited an open discussion of each team member’s experiences with organ procurement. It quickly became evident that several members of the team were too new or too junior to be helpful, with some of Chris’s invitees having asked more junior colleagues to be a part of the team in their stead. The Medical Examiner immediately called into question the validity of the group and the authority by which he had been called to this meeting. When Chris told him this was a high-priority project for the COO and CNO—stating only their names and not their titles—the Medical Examiner indignantly replied that he had never heard of these people and that this was a waste of his time. When Chris clarified their titles, the Medical Examiner became less vocal, but remained indignant. He had been focused on solving a problem of declining autopsies, which placed SUH at risk of violating a state regulation. He was angry to have been diverted from this pressing problem and felt that Chris’s group would draw organizational focus and energies away from his own needs. His resentment spread to others in the group, which, coupled with their inexperience and a lack of appropriate representation, rendered the meeting—and the group—effectively useless.

In an effort to avoid a public display of this disaster, Chris reported his lack of success to the COO prior to the Executive Committee meeting. The COO realized the impossibility of the goals he had set for Chris. He extended the deadline 3 months and also utilized his own authority by agreeing to attend the next team meeting. These two key factors allowed Chris to rebuild a more knowledgeable, representative, and experienced team.

Ultimately, the organ donation problem was traced to a series of new federal regulations and SUH’s fragmented approach to processing end-of-life paperwork. In summary, each operational unit had established its own processes for responding to the regulatory requirements, none of which were integrated with the other operational units, thus creating hours of work for the clinical staff, most of whom gave up trying to secure organ donations. Interestingly, the Medical Examiner’s problem of a declining autopsy rate was also a result of this same disjointed method of paperwork processing.

The events at SUH illustrate multiple violations of building a successful, high-performing team. The situation was improved, however, as senior management became more involved, setting an appropriate timeline, changing membership, and conveying the importance of the team to the organization. As team composition and size were restructured to include the appropriate participants, senior management also granted the team visible and legitimate authority to undertake its tasks, and an environment of psychological safety was created where open communication was encouraged and individual team members could contribute with no risk of rebuke by others.

Teams are pervasive in health care and used for virtually every activity carried out in health care organizations, including clinical and management-focused activities. While our knowledge of evidence-based practices continues to grow, implementation of these practices has been uneven and fragmented. The recent development of the field of implementation science, introduced in Chapter 3, has sought to address the challenges of putting evidence into practice (Nilsen, 2015). While there is an array of obstacles to implementation, the application of medical knowledge to clinical service delivery is limited by the effectiveness and efficiency of teams charged with putting that knowledge into practice. Similarly, as new management techniques and technologies are developed, including QI methods, successful use of these approaches is dependent upon appropriately staffed, well-functioning teams. Clearly, we have moved well beyond the era of the autonomous heroic clinician (or manager, for that matter). It is not a stretch to state that behind every successful clinician or manager is a high-functioning team (or teams). And given what we know about the effectiveness of teams in most organizations, it can safely be said that the performance of virtually all clinicians and managers could be markedly improved by improvements in team effectiveness.

Teams also play a critical role in improving the performance of health care systems, whether a medical group practice, a hospital inpatient unit, a long-term care facility, or local public health departments. While effective patient care certainly requires that physicians and others possess current clinical knowledge, patient outcomes often depend upon how well patient-care teams work—whether team members understand and agree on patient-care goals, how members communicate with each other, and the effectiveness of team leadership. In sum, teams are the building blocks of health care organizations and are absolutely essential to implementing plans, caring for populations and individual patients, and identifying and successfully solving quality problems. Teams are not an option but a necessity. As such, it makes great sense to examine these building blocks and see how they can be strengthened.

In this chapter, the concept of team is applied very broadly, and shares characteristics with the concept of microsystems (Nelson et al., 2002), which are also discussed in greater detail, with specific application to patient safety, in Chapter 9. A microsystem is one of several subsystems of a larger system that is integral to system performance. This perspective, drawn from systems theory, is not a new concept but clearly helps us understand how the human body, an automobile, or an organization, operates. When examining the performance of any system, it is essential to examine (among other factors) the effectiveness of each component subsystem (e.g., the respiratory system), how these subsystems work together (e.g., the nature and adequacy of coordination between a hospital pharmacy and an inpatient unit), and the adequacy of information about system and subsystem performance (e.g., the extent to which the driver of an automobile is provided with information about the automobile’s performance).

According to this view, a health system is composed of many subsystems. In patient care, these may be referred to as clinical microsystems or frontline systems, referring to teams charged with meeting the needs of the patient population. It is these smaller microsystems that actually provide those services that result in positive patient outcomes, provider and patient safety, system efficiency, and patient satisfaction. And as is true with any large system, the effectiveness of any large health care system can be no better than the microsystems of which it is composed (Nelson et al., 2002).

Using the terminology of the microsystem, it is apparent how a microsystem is in fact one type of team, as defined by Nelson et al. (2002):

A clinical microsystem is a small group of people who work together on a regular basis to provide care to discrete subpopulations of patients. It has clinical and business aims, linked processes, and a shared information environment, and it produces performance outcomes. Microsystems evolve over time and are often embedded in larger organizations. They are complex adaptive systems, and as such they must do the primary work associated with core aims, meet the needs of internal staff, and maintain themselves over time as clinical units. (p. 474)

This definition may be slightly altered to apply to all other types of teams in health care. The key concepts in relation to teams are as follows:

• ■   People work together toward specific goals.

• ■   They use multiple interconnected processes.

• ■   They produce performance outcomes.

• ■   They have access to information about the team’s performance.

In addition, teams must adapt to changing circumstances, ensure the satisfaction of team members, and maintain and improve their performance over time.

In this chapter, we bring together several traditions of research on teams. We demonstrate how our knowledge of teams informs our understanding of team performance and the important role of teams in QI efforts.

Most of the research on team effectiveness has been carried out in relatively permanent teams with stable membership and opportunities for face-to-face interactions. However, many teams in health care and other sectors exist for only a short period of time, perhaps as short as a nursing shift. Because QI teams typically draw from multiple parts of an organization, these teams may exist for a limited period of time. These types of teams must organize themselves rapidly, and may not have the luxury of going through extended stages of team development. In this chapter, attention is given to traditional as well as temporary teams. Simply put, today’s teams do not always fit into traditional team structures and processes, and we need to account for these variations when discussing health care teams.

QUESTION.

Why did the approach fail? What was done to correct the situation. Please keep in mind the content of the chapter...the importance of Teams in CQI success.

Do you think we are expecting too much of healthcare providers to require them to be good communicators – and also be able to provide good technical quality of care? Why or why not?

Janine works as palliative care nurse at a regional health facility and relates the following conundrum. Janine describes looking after Jack who recently returned to the palliative care service after a further unexpected exacerbation of his respiratory lung cancer. Jack is rapidly deteriorating with little tolerance for any activity and cannot undertake any activities of daily living. Shirley, his wife is constantly at his side offering as much support as possible. Jack is highly dependant and has several HCP ‘s attending to him including physiotherapists, doctors, nurses, occupational therapist and other allied health workers including kitchen and cleaning staff. Jack received care for the past 6 days at which time he was in and out of consciousness and his lucid moments were characterised by confusion due to his severe low oxygen saturation rates. Whilst confused he tried to leave or get out of bed and required constant supervision, and at night restraint. Shirley was at his bed side frequently. Shirley in conversation with Janine, complements her and the team on the care that Jack has received, and reminisced with her and over the last few weeks they had spent together on a cruise to New Zealand and surrounding Islands. Janine realise that cruise was associated with a severe outbreak of COVID19. Janine asks Shirley, “why didn’t you let us know of your trip”? Shirley states that if she did, she might not have been allowed to see Jack. Subsequently, Shirley was not allowed to visit Jack, Jack died 2 days later. His pathology result was positive for COVID 19. Janine has explained the issue to all the staff associated with the care of Jack. The paramedics who cared for of Jack were also informed of his infective status prior to his death..

What ethical principle(s) would apply in this case study? Were some ethical principles breached in this scenario (if so which ones)?

Philip is a 65-year-old retired salesman with a 20-year history of heart disease that includes 2 myocardial infarctions, each followed by a bypass operation. The most recent bypass was last year. He has decided to begin an exercise program, but is experiencing shortness of breath. His physician conducted an exercise stress test using the Bruce protocol. He had to terminate the test after 5 minutes because of shortness of breath. An echocardiogram revealed a 30% ejection fraction. He was diagnosed with CHF and prescribed a Beta Blocker, diuretic, an ACE inhibitor, and a potassium supplement. The exercise test revealed a maximal heart rate of 115 bpm, resting heart rate of 85 bpm, peak blood pressure of 150/90 mmHg, resting BP of 100/80 mmHg, and a VO2 max of 12 ml/kg/min.

Identify frequency, intensity, time, and type of exercise. How would you monitor intensity? What special precautions do you think you need to take?

this is all the information I got as well

Ethics of Diversity.

Discussion. What does diversity have to do with ethics? Take a position on three insurmountable goods that come from a diverse society.

1..write a summary article on emergency and intensive care nursing from a last five years publications.

2...the original article should be stated and references of name of the article should be given

A. True or False? As health care costs have slowed in this decade, the gross domestic product (GDP) has risen since consumers have been able to spend these dollars not going to health care in other areas of consumption.

True

False

B. HIOs allow pharmacy companies to identify which physicians:

are going to which hospitals.

are going to particular specialty conferences and meetings.

are the early adopters of a particular drug.

have particular attitudes that need to be changed or improved toward their formularies.

Surgery Assignment

A 25-year-old female client is being admitted to the postanesthesia care unit (PACU)
following a thyroidectomy for hyperthyroidism. The client had undergone three
months of preoperative treatment with antithyroid medications and iodine
preparations to establish euthyroid status prior to her surgery. At the client's bedside
the nurse has set up a tracheostomy set, endotracheal tube, laryngoscope, and suction
equipment. There are ampules of calcium gluconate on hand. The nurse places the
client in a semi-Fowler's position, and is supporting her head and neck with pillows
and sandbags. The nurse frequently checks the client's vital signs, and assesses her
suture line for strain or bleeding. Once the immediate postoperative period has passed,
the client will be transferred to the surgical ward where she will recuperate and learn
about lifelong thyroid replacement therapy.
a.  Why is it important to support the client's head and neck with sandbags and
pillows?

b. Develop a plan of care for this patient including two actual and two potential

During EHR implementation, how do you get everyone on-board?

Shelly is a 4-year-old preschooler who lives with her parents and younger brother. She and her brother attend a local daycare center during the week while their parents are at work. In the evenings she and her brother take a bath and then their parents read to them before bedtime at 8:00 P.M. Shelly's daycare class includes many children her age and she enjoys playing outside with them, Although snack times are planned, Shelly would rather play and does not always finish her beverages,

Shelly's mother calls the pediatric clinic in town and tells the nurse that Shelly has been "running a fever of 101 0 F for the past 2 days' and although her temperature decreases to 37.20 C (990 F) with acetaminophen, it returns to 38.4 C, (1010 F) within 4 hours of each dose. Further, her mother says that Shelly complains that hurts when “I pee-pee." Shelly's mother also has noticed that her daughter seems to be in the bathroom every hour" She makes an appointment to see the pediatrician this afternoon

6.     Shelly's urine culture returns positive for Escherichia coli. 'What is the significance of this finding?

7.     What are the priorities for Shelly's care?

8.     Shelly is prescribed trimethoprim-sulfumethoxazole 60 mg every 12 hours for 10 days. What is this drug and is her prescribed dose safe? Shelly weighs 33 lb.

9.     What are the teaching priorities for Shelly and her mother prior to her discharge from the clinic?

10. Shelly is scheduled for a return visit to the clinic in 2 weeks. What is the purpose of this appointment?

A 61-year-old male is admitted to the hospital for resection of his sigmoid colon and rectum, following discovery of a mass in the sigmoid colon by his physician during a flexible sigmoidoscopy. The patient originally complained of bright red blood in his bowel movements. He reported no significant gastrointestinal symptoms other than the bleeding. He denies any change in his functional capacity. His maximum weight was 167 lb (75.9 kg) at age 46 years. In his late 40s, he lost about 15 lb (6.8 kg) and for the past 12 years has maintained his weight at about 152 lb (69.1 kg). Between 2 and 6 months before admission, his appetite was less than normal and he gradually lost 13 lb (5.9 kg). In the past 2 months before admission, his appetite improved and he gained 5 lb (2.3 kg). On physical examination, there is no evidence of subcutaneous tissue loss, muscle wasting, edema, or ascites. Using SGA,How would you rate her nutritional status?

1. SGA case study

2. Submit report (Each topic is 300 words, non-handwriting) about following topics:

Densitometry (Body composition Assessment)

a. Hydrostatic, or underwater weighing.

b. Air Displacement Plethysmography.

c. Neutron Activation Analysis.

d. Total Body Potassium.

Right atrial pressures are obtained in order to assess?