tag:blogger.com,1999:blog-24780825207041102082024-03-12T18:03:49.095-04:00Meta-ReflectionsCreating community and inviting action through reflection and sharing of personal, intellectual,
and public resources.Meta-Reflectionshttp://www.blogger.com/profile/07751855543419087371noreply@blogger.comBlogger36125tag:blogger.com,1999:blog-2478082520704110208.post-76010583065043005712017-02-16T12:39:00.002-05:002017-02-16T12:58:59.690-05:00<style type="text/css">
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Blog entries by Daniel Pesut posted after 2016 now appear solely in <i><a href="http://www.reflectionsonnursingleadership.org/">Reflections on Nursing Leadership</a></i> (<i><a href="http://www.reflectionsonnursingleadership.org/">RNL</a></i>), an online magazine published by the Honor Society of Nursing, Sigma Theta Tau International.</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-89811597955031157322016-10-18T11:27:00.001-04:002016-10-20T09:47:35.781-04:00Diversity dynamics, defensive routines, and the quest for positive organizations<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">For the last several years, I have had the privilege and honor of serving on the <a href="http://www.nursefacultyscholars.org/advisory-committee">National Advisory Committee</a> of the <a href="http://www.nursefacultyscholars.org/">Robert Wood Johnson Foundation Nurse Faculty Scholars program</a>. In that capacity, I especially enjoyed serving on the Executive Diversity Committee. Over the years, I had the opportunity to work with male and other minority scholars in the program. We often had discussions about issues of diversity and inclusion related to being a member of a minority and under-represented group in academic nursing.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">For example, minority women scholars noted that, because of their minority status, they are frequently invited to participate on numerous committees and task forces and that such inclusion added to their workload. Male scholars discussed negative stereotypes and microaggressions they experienced. These stereotypes were reflected in questions about intelligence, sexual orientation, communication styles, preferential treatment, privilege, compensation, and inattention to issues of power and feminine politics. Knowledge gained and lessons learned sensitized the Executive Diversity Committee and the scholars to <a href="http://reducingstereotypethreat.org/definition.html">stereotype threat</a>, <a href="http://www.nationalreview.com/article/370078/microaggression-alec-torres">microaggressions</a>, <a href="http://infed.org/mobi/chris-argyris-theories-of-action-double-loop-learning-and-organizational-learning/">defensive routines</a>, and the challenges of creating and sustaining <a href="http://positiveorgs.bus.umich.edu/topics/positive-culture/">positive cultures</a>.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Through dialogue and interaction with the RWJF scholars, we defined a number of diversity issues as complementary pairs (Kelso & Engstrom, 2006) and coined the term “diversity dynamics” to define these issues. (Refer to my post, “<a href="http://meta-reflections.blogspot.com/2010/07/squiggle-sense-and-complementary-nature.html">The squiggle sense and the complementary nature of nursing</a>” for additional information.) Diversity dynamics are intrapersonal factors (culture, gender, sexual orientation, race, ethnicity, and religion) and interpersonal factors (organizational tensions, differing perspectives, and conflict) that influence organizational culture. Through discussions with the scholars, we came to conceptualize diversity issues and essential organizational tensions associated with these issues as polarities to manage.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">For example, discussions about diversity and inclusion ought to concurrently consider issues of exclusion and sameness. Reflect on other tensions involved in framing and reframing diversity discussions. The tilde or “<a href="http://meta-reflections.blogspot.com/2010/07/squiggle-sense-and-complementary-nature.html">squiggle</a>” in the following pairs is used to indicate their complementary relationship: Sameness ~ difference; homogeneous ~ heterogeneous; individual ~ collective; fairness ~ discrimination; visible ~ invisible; ignore ~ recognize; majority ~ minority; express ~ repress; deny ~ acknowledge, surface ~ deep; separate ~ attach; variety ~ likeness; disparity ~ parity; competitive ~ ambitious; privileged ~ advantaged; dominating ~ threatening; defensive ~ offensive; outsiders ~ insiders; aggressive ~ insensitive; analytical ~ emotional; and action ~ process oriented.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">What other essential tensions or diversity dynamics have you witnessed, observed, or experienced in your organization? What would you add to the list? Realization of the dynamics associated with the social-justice challenges of diversity will not be resolved until their complementary natures are consciously acknowledged and evaluated.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Diversity dynamics contribute to <a href="http://reducingstereotypethreat.org/definition.html">stereotype threats</a> and <a href="http://infed.org/mobi/chris-argyris-theories-of-action-double-loop-learning-and-organizational-learning/">defensive routines</a>. Defensive routines are patterns of interpersonal interactions people create to protect themselves from embarrassment and threat. These routines reveal disconnects between espoused theories and theories actually in use.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">In positive organizations, people are valued regardless of status. They work toward the greater good, contribute talents, feel confidence, seek growth, express their authentic voices, expand roles to seek new opportunities, build social networks, nurture high-quality connections, embrace feedback, and exceed expectations as members of the organization learn and flourish.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">To help organizations reflect and manage essential tensions, Quinn describes <a href="https://thepositiveorganization.wordpress.com/">what positive organizations look like</a> (Quinn, 2015). Becoming a positive organization requires paying attention to the essential tensions that are part of organizational life. To create positive organizational cultures, people need to become conscious of diversity dynamics, minimize stereotype threat, avoid microaggressions, practice <a href="https://thesystemsthinker.com/overcoming-defensive-routines-in-the-workplace/">overcoming defensive routines</a> (Noonan, 2007), and support development of high-quality connections.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">How will you use your leadership influence to explore diversity dynamics in your organization and, in so doing, contribute to the creation of a positive organizational culture where you work?</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b>References:</b></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Kelso, S., & Engstrom, D. (2006). <i>The complementary nature.</i> Cambridge, MA: MIT Press.</span></div>
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<span style="text-align: right;"><span style="font-family: "arial" , "helvetica" , sans-serif;">Noonan, W. R. (2007). <i>Discussing the undiscussable: A guide to overcoming defensive routines in the workplace.</i> John Wiley & Sons.</span></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;">Quinn, R. (2015). <i>The positive organization: Breaking free from conventional cultures, constraints, and beliefs.</i> Oakland, CA: Berrett-Koehler Publishers</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: x-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-22465042572953807572016-06-16T14:33:00.001-04:002016-06-16T15:49:47.761-04:00Governance as leadership: What organizations want from board members<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">For the past several years, I have had the opportunity to be a faculty member of the <a href="http://www.nursingsociety.org/learn-grow/leadership-institute/board-leadership-institute-(bli)">Board Leadership Institute</a> (<a href="http://www.nursingsociety.org/learn-grow/leadership-institute/board-leadership-institute-(bli)">BLI</a>), sponsored by the Honor Society of Nursing, Sigma Theta Tau International. During my presentation at the institute, I share principles I’ve learned over time from my experience on boards and with organizations. Successful leadership of an organization depends on board members being knowledgeable about their core values and potential contributions to the organization. Mastery of fundamental knowledge and characteristics expected of a board is central, therefore, to effective board membership.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Below are some of the concepts and principles I share and discuss at the Board Leadership Institute together with resources and references you can use to develop your own knowledge base about what organizations want from board members. During the course of my BLI presentation, I advise attendees to:</span></div>
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<li><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Be intentional about their board leadership aspirations. Understand governance as leadership.</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Know the wisdom of contributions based on talents, strengths, and values.</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Master skills associated with change and transformation, futures literacy, levels of perspective, polarities, and competing values.</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Understand the power of alignment and logical levels of learning and leadership.</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Know the basic responsibilities of board work and how to be an effective and ethical board member.</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Be clear about the importance of expectations related to fundraising, philanthropy, fiduciary responsibility, and return on investments.</span></li>
<li><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Commit to being a team player by developing resilience and through personal and professional renewal.</span></li>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Basically, the 10 responsibilities of nonprofit boards are to: 1) determine the organization’s mission and purpose, 2) select the chief executive officer, 3) provide proper financial oversight, 4) ensure adequate resources, 5) ensure legal and ethical integrity, and maintain accountability, 6) ensure effective organizational planning, 7) recruit and orient new board members, and assess board performance, 8) enhance the organization’s public standing, 9) determine, monitor, and strengthen the organization’s programs and services, and 10) support the chief executive and assess his or her performance.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><a href="http://www.pewtrusts.org/~/media/legacy/uploadedfiles/wwwpewtrustsorg/reports/pew_fund_for_hhs_in_phila/governance20as20leadership20summary20finalpdf.pdf">Richard Chait and his colleagues, William Ryan and Barbara Taylor</a>, observe that effective boards attend to the following variables. They pay attention to the context and culture of the organization, while discerning needs of members and stakeholders. They build a sense of community and inclusiveness among members, and they value education and development among themselves and members of the organization. Effective boards cultivate future leadership and build community. They possess analytic skills that help discern relationships among the complexities of competing issues. They value differences of opinion and seek out information that helps them in their deliberations. Effective boards are politically sensitive, and they communicate and attend to needs of all stakeholders. Effective boards are strategic rather than bound up in the day-to-day operations of the organization.</span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">If you are eager to learn more about board leadership, consider attending the Board Leadership Institute scheduled for 18-19 August in Indianapolis, Indiana, USA. If you are unable to attend, check out the variety of learning resources available that provide information and guidance regarding organizational governance of for-profit and nonprofit boards. Resources I especially like are available through an organization called <a href="https://www.boardsource.org/eweb/">BoardSource</a>. Also, read <a href="https://www.nursingknowledge.org/nurse-on-board-planning-your-path-to-the-boardroom.html"><i>Nurse on Board: Planning Your Path to the Board Room</i></a>. Authored by the late <a href="http://www.reflectionsonnursingleadership.org/Pages/Vol40_4_Noteworthy_Curran_obituary.aspx">Connie Curran</a>, EdD, RN, FAAN, the book was recently published by Sigma Theta Tau International.</span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><i>Join the Honor Society of Nursing, Sigma Theta Tau International for the <a href="http://www.nursingsociety.org/learn-grow/leadership-institute/board-leadership-institute-(bli)"><b>Board Leadership Institute</b></a>! The program will be held all day on Thursday, 18 August, and end midday on Friday, 19 August. Register by 8 July to receive the Early Bird rate of US $599!</i></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: x-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-76550427129228233782016-03-08T16:39:00.003-05:002016-03-08T16:39:44.646-05:00Nursing informatics, data science, and health analytics<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">What are your beliefs and values about the significance and meaning of nursing informatics as it relates to data science and health analytics? To what degree do you value the role of nursing informatics and technology as they relate to the future of nursing knowledge work and transformation of our current health care systems?</span><div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">For several years, I have been fascinated by work in the area of <a href="https://www.amia.org/programs/working-groups/nursing-informatics">nursing informatics</a>. I am especially interested in the evolution and development of standardized terminologies related to <a href="http://www.nursing.uiowa.edu/center-for-nursing-classification-and-clinical-effectiveness">nursing interventions and outcomes</a>, as they support effective clinical reasoning and contribute to development of nursing research and knowledge work.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">A number of pioneering <a href="https://www.amia.org/working-groups/nursing-informatics/history-project/video-library-1">thought leaders</a> in both practice and academic settings have advanced the vision and mission of developing nursing knowledge through the creation, application, development, and evaluation of nursing informatics. In spite of the scholarship, research, and developments in this area, I believe many nurses have yet to fully appreciate the value, impact, and consequences that nursing informatics and technology play in regard to advances in data science and health analytics. I believe all nurses ought to develop a philosophy and take a stance on the value of nursing informatics for professional nursing practice and the care of people.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As we evolve toward the <a href="http://research.microsoft.com/en-us/collaboration/fourthparadigm/default.aspx">fourth paradigm</a> of data-intensive scientific discovery, it is evident that advances in nursing informatics and data science will influence the way nurses provide care, conduct research, and create nursing-sensitive <a href="http://www.jasonburke.us/my-health-analytics-talk/">health analytics</a> that support strategic planning, analysis, and transformation of the current health care enterprise.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Last June I had the opportunity to facilitate a national conference—<a href="https://issuu.com/schoolofnursing/docs/proceedings_2015">Nursing Knowledge: 2015 Big Data Science</a>—where many nursing informatics leaders shared works, gained insights, and created visions for the future to advance a national agenda regarding nursing knowledge and data science. As you explore the proceedings of this conference, which of the work groups and future agendas do you find of interest?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Nurses who invest time learning more about nursing informatics, data science, and health analytics will play a key role in discovering knowledge in data we have collected over and through time. Nurses are well positioned to take the lead in creating and using big data to discover the nursing care patterns and trends that have had the most impact.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">If you are not familiar with contemporary trends and issues in nursing informatics, take some time to discover the <a href="http://www.allianceni.org/about.asp">Alliance for Nursing Informatics</a> home page or explore resources from the <a href="http://www.himss.org/professional-development/tiger-initiative">TIGER Initiative</a>. Consider learning more from <a href="https://www.amia.org/working-groups/nursing-informatics/history-project/video-library-2">nursing informatics pioneers</a>, and reflect on your professional stance in regard to the impact and influence that nursing informatics can have on the care of individuals, groups, and communities. The evolution and development of professional nursing knowledge into the future will be accelerated through mastery of nursing informatics knowledge, skills, and abilities.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-2478082520704110208.post-42846174371275347952015-10-20T18:15:00.001-04:002015-10-21T11:02:12.592-04:00From vision to action: Discover the Nexus<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">To what degree are you contributing to the vision and reality of interprofessional practice and education? To become a part of this national and international movement, explore the resources and activities of the <a href="https://nexusipe.org/">National Center for Interprofessional Practice and Education</a> (the Nexus). If you are already involved in interprofessional practice and education, you should definitely consider <a href="https://nexusipe.org/user/register">registering</a> and becoming a part of the growing Nexus network. The story of <a href="https://www.youtube.com/watch?v=DzChp4bvaas&feature=youtu.be">Amina</a> best represents the vision of the national center in advancing a desired future for practice and education in the health professions.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Recently, I had the opportunity to facilitate a national conference hosted by the Nexus. More than 100 people from around the United States who are part of the national center’s <a href="https://nexusipe.org/advancing/nexus-innovations-network">Innovation Network</a> came to Minneapolis to share stories, insights, and results of ongoing initiatives related to the movement. Drawing upon a variety of <a href="http://www.liberatingstructures.com/">liberating structures</a>, participants engaged in dialogue and shared learning about their individual projects, challenges, and issues. The social networking and cross-pollination of ideas, experiences, and lessons learned fostered additional innovations and insights among conference participants.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">The center is supported by Health Resources and Services Administration <a href="http://www.hrsa.gov/advisorycommittees/bhpradvisory/nacnep/meetings/20150728/interprofessionaleducationpresentation.pdf">Cooperative Agreement Award No. UE5HP25067</a> with major funding from the <a href="http://macyfoundation.org/">Josiah Macy Jr Foundation</a>, the <a href="http://www.rwjf.org/">Robert Wood Johnson Foundation</a>, the <a href="https://www.moore.org/">Gordon and Betty Moore Foundation</a>, and the University of Minnesota. If you are looking for resources and ideas to advance research, teaching, or partnerships in interprofessional education and practice, explore the center’s <a href="https://nexusipe.org/">website</a> and go to the Nexus <a href="https://nexusipe.org/engaging/learning-system">Learning System</a> or <a href="https://nexusipe.org/informing/resource-center">Resource Center</a> links to learn more and connect with others.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">One of the most exciting aspects of the center’s work is the creation of a <a href="https://nexusipe.org/advancing/research-evaluation">National Center Data Repository (NCDR)</a> that will support <a href="https://nexusipe.org/informing/resource-center/creating-evidence-through-comparative-effectiveness-research">comparative effectiveness research</a> about the value and promise of interprofessional practice and education efforts to meet the triple aims of high-quality patient experiences, improved population health, and lower costs. As the center continues its work and learns over time, it will be an example of an organization turning vision into action.
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-34944250296917214122015-06-08T16:54:00.000-04:002015-06-09T08:51:38.874-04:00Values in conflict? View your organization through a CVF lens<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><a href="http://positiveorgs.bus.umich.edu/people/robert-e-quinn/">Robert E. Quinn</a>, PhD, is one of my favorite leadership scholars. One of his significant contributions to the field of organizational studies and leadership development is the <a href="http://www.valuebasedmanagement.net/methods_quinn_competing_values_framework.html">competing values framework</a> (CVF). The CVF helps one make sense of the tensions people often experience in organizational life.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As noted in this <a href="https://www.youtube.com/watch?v=ouwcIR3ia3o">video introduction to the CVF</a>, individuals and organizations are continuously challenged to manage polarities that relate to <i>external positioning</i> and <i>internal maintenance</i>, as well as <i>flexibility</i> and <i>control</i>. The juxtaposition of these competing tensions creates different types of organizational cultures, which are animated by values associated with framing and focus. Simply put, these frames and focuses involve collaborating, creating, competing, and controlling. Which of these four values resonates personally and professionally with you?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Gaining insight into these tensions helps one appreciate and value differences between and among people and processes in an organization. Such appreciation leads to development of compassion and respect for individual contributions to the organization. Using the lens of CVF, how would you describe the culture in your organization?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three levels of analysis</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Given the competing values framework, there are three levels of analysis that help one gain insight. At one level, organizations are analyzed relative to external outcomes and expectations. At another level, competing values in terms of an organization’s internal workings are analyzed. Finally, at the third level, how the framework relates to individuals in the organization is contemplated. Knowledge and understanding of CVF provides leadership insights and guidance about how to navigate tensions and issues and support alignment of people with organizational processes, purposes, and effectiveness (Cameron, Quinn, DeGraff, Thakor, 2014).</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">For example, if an organization is focused on internal maintenance and stability, the culture is probably <i>hierarchical</i> and its orientation one of control. Leaders in this type of organization focus on coordinating, monitoring, and organizing. Value drivers are efficiency, timeliness, consistency, and uniformity. By contrast, if a culture is focused on external positioning and is flexible, it is an <i>adhocracy</i>, and creativity is valued. Leaders in this type of organization are innovative, entrepreneurial, and visionary, and value drivers are innovative outputs, transformation, and agility.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">In a <i>market-driven</i> culture, the focus is external positioning, stability, and control, with competition the orientation. Leaders in this type of organization are hard driving and competitive. Value drivers in a market culture are market share, goal achievement, and profitability. A fourth culture type is <i>clan</i>. In this culture, the focus is internal maintenance and flexibility. Leaders in this culture are perceived as facilitators, mentors, and team builders. Value drivers are commitment, communication, and development of people and relationships.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">In successful organizations, the competing values of collaborating, creating, competing, and controlling are at play concurrently. Consider the conflicts that can erupt if leaders and managers in an organization have a competitive market-driven focus and workers adhere to a clan or collaborative focus. Or how does one manage tensions between a need to be creative and innovative while, at the same time, working in a hierarchical bureaucracy? Or how does one both compete and collaborate?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>How about your organization?</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As you reflect on your organization, how does competition among the competing values of creating, competing, controlling, and collaborating play out among leaders, managers, and staff? With your personality, traits, and behaviors, what role, from a competing values perspective, do you play in your organization? Are you a pioneer, networker, achiever, strategist, anchor, analyst, team player, or helper? How can you leverage your strengths and role to make a positive difference in the organization’s culture and milieu?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As a result of learning more about the competing values framework, I have developed more compassion for and insight into the dynamics of academic and health care organizations, and this has enabled me to positively influence change and transitions. I invite you to learn more about the framework, and apply leadership insights you gain to the culture in which you find yourself. Developing a competing-values leadership skill set will enable you to maximize, influence, and activate your own success, as well as the success of your organization.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Reference:</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Cameron, K.S., Quinn, R.E., DeGraff, J., & Thakor, A.V. (2014). Competing values leadership. Northampton, MA: Edward Elgar Publishing.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-46063450324545449332015-03-10T16:40:00.000-04:002015-03-11T15:16:08.161-04:00Influence, power, and activism<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">There is focused effort to get more nurses on governing boards. The goal is to have <a href="http://www.nursingworld.org/FunctionalMenuCategories/MediaResources/PressReleases/2014-PR/Effort-to-Place-Nurses-on-Governing-Boards.html">10,000 nurses serving in that role by the year 2020</a>. There is no doubt that nurses have much to offer in terms of knowledge, skills and experience, but many are apprehensive about issues of influence, power, and activism.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">I continue to be perplexed by the paradox that, although nursing is ranked consistently as one of the most respected professions, nurses are not regarded as being very <a href="http://www.medscape.com/viewarticle/716344">influential</a>. What does it take for nurses to own and master their influence skills? <a href="http://www.nursing.umn.edu/densford/learning-opportunities/wisdom-dialogue-series/eleanor-sullivan/index.htm">Eleanor Sullivan</a>, PhD, RN, FAAN, a past president of the Honor Society of Nursing, Sigma Theta Tau International (STTI), tackles this issue in her book <a href="http://www.amazon.com/Becoming-Influential-Guide-Nurses-Edition/dp/0132706687"><i>Becoming Influential: A Guide for Nurses</i></a>, 2nd edition (2013), Prentice Hall, Boston, MA. In "<a href="http://www.eleanorsullivan.com/pdf/Taking_the_Mystery_Out_of_Influence.pdf">Taking the Mystery Out of Influence</a>," Sullivan advises reading the subtext of situations and going beyond the non-verbal to gain influence insights. Suggesting that professional presence supports influence consciousness, she notes that power is a foundation for influence. Perhaps nurses need new ways to think about the powers they possess?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Six stages of power</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Janet Hagberg’s <a href="http://www.janethagberg.com/power-stage-descriptions.html">model of personal power</a> is a useful guide for reflecting on the dynamics of what she identifies as the six stages of power: 1) powerlessness, 2) power by association, 3) power by achievement, 4) power by reflection, 5) power by purpose, and 6) power by wisdom. She believes there is a developmental trajectory to these stages and that people grow and evolve from one stage to another. She describes the characteristics of each stage, where people can get stuck, and how a person can move forward from stage to stage. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Observing that individuals can be, at any particular moment and relative to other people, at various st</span><span style="font-size: large;"><span style="font-family: Arial, Helvetica, sans-serif;">ages of power, Hagberg links these stages to </span><a href="http://www.janethagberg.com/real-power-and-leadership.html" style="font-family: Arial, Helvetica, sans-serif;">issues of leadership</a><span style="font-family: Arial, Helvetica, sans-serif;"> and motivation. Using her model and </span></span><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">reflecting on one’s own developmental progress in regard to stages of power leads to insights and understanding of self and others. I personally believe that, to be effective and successful as a governing board member, power by reflection, power by purpose, and power by wisdom—stages 4, 5, and 6—are required.</span><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Armed with influence, empowered nurses activate leadership skills. As Karen Kelly, EdD, RN, CNAA, BC, notes in “<a href="https://www.americannursetoday.com/assets/0/434/436/440/3744/3746/3784/3786/63bb23d0-ea3a-41bf-9a76-ae68843d987d.pdf">From apathy to political activism</a>,” published in American Nurse Today (2007), there is a developmental trajectory associated with activism. It moves from apathy to buy in to self-interest to acquisition of political sophistication to leading the way. There is an emerging community of people who are becoming <a href="https://www.wegohealth.com/">health activists</a> and there are great stories about <a href="http://nurse-activism.com/index.html">nurse activists</a>. To prepare nurses to serve on boards, we need to do a better job of helping them own their influence, master their power, and be better activists, particularly at the <a href="http://www.aacn.org/wd/practice/content/publicpolicy/grassroots.pcms?menu=">grass-roots</a> level.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">What are your current beliefs and values in regard to the triple helix of influence, power, and activism? Where are you developmentally on the journey from powerlessness to wisdom? What are the compelling issues that ignite your reflection, purpose-power, and wisdom? How will you contribute your leadership talents to a nonprofit or for-profit organization that is meaningful to you? How will you move beyond apprehension to confidence? On what governing board will you serve? Will you be one of 10,000 nurses who serve on a board? The year 2020 is not far off.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-36851149548569649452014-12-04T12:01:00.000-05:002014-12-04T14:51:57.252-05:00Partnering for a caring economy<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">There is a movement afoot, based on <a href="http://www.partnershipway.org/about-cps/mission-history/mission">partnership theory</a>, to create a caring economy, and nurses around the world are positioned to accelerate it. Fundamental success requires that each of us recognize differences between a <a href="http://www.partnershipway.org/core-pathways/abcs-of-dominator-and-partnership-relations/two-social-possibilities-the-domination-system-and-the-partnership-system">domination and partnership paradigm</a> and consequences associated with those differences. To support cultural transformation, we need to take personal and professional responsibility for starting new conversations about the value of partnership and the economics of caring. Fortunately, there are new ways to share and engage in conversation and dialogue.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">I recently had the privilege of attending an event to launch a new open-access resource, the <a href="https://sites.google.com/a/umn.edu/ijps/"><i>Interdisciplinary Journal of Partnership Studies</i></a>. This new journal is dedicated to the integration of knowledge that supports cultural transformation. <a href="http://umn.academia.edu/TeddiePotter">Teddie Potter</a>, PhD, RN, and <a href="https://www.linkedin.com/pub/marty-lewis-hunstiger/11/110/196?trk=pub-pbmap">Marti Lewis-Hunstiger</a>, BSN, MA, RN, the journal’s executive and managing editors, are members of the Honor Society of Nursing, Sigma Theta Tau International (STTI). The publication builds on the work of noted scholar <a href="http://www.youtube.com/watch?v=f9cMcTWWDkU">Riane Eisler</a>, JD, co-founder of the <a href="http://www.partnershipway.org/about-cps/cps-team/founders">Center for Partnership Studies</a>. I invite you to explore this new journal and contribute to its success, vision, and mission.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As people come to value, understand, and believe in the power of partnership, they feel freer to contribute to and participate in making change, exploring alternatives, challenging the status quo, and opening up channels of communication. Partnerships invite a learn-and-grow attitude and weaken a protect-and-defend stance. When people feel valued, respected, and included, a sense of community heightens and solidifies commitments to sustainability and co-creation of desired futures.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">One of the most important initiatives to emerge from the Center for Partnership Studies is <a href="http://www.caringeconomy.org/">the Caring Economy Campaign</a>. Consider how the campaign is aligned with the vision, mission, and goals of STTI to advance world health through nursing knowledge, learning, and service, including its dedicated commitment toward meeting the <a href="http://www.nursingsociety.org/GlobalAction/UnitedNations/Pages/STTIandtheUN.aspx">United Nations Millennium Development Goals.</a> A key initiative of the Caring Economy Campaign is the development and diffusion of new metrics and measures related to <a href="http://youtu.be/HDdQHrLDLiE">social economic wealth indicators</a>.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Nurses know that caring societies lead to stronger economies. It is time to invest in the development of metrics and measures that help determine and make explicit the social wealth that is essential to our insights, understanding, and strategic-foresight actions relating to future sustainability. Add knowledge about the caring economy to your intellectual capital so you can be a part of the partnership for cultural transformation story. Consider how you might use partnership theory and the notion of a caring economy as you exert nursing leadership influence in your spheres of influence.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-53325692091234346582014-07-30T10:28:00.002-04:002015-06-25T14:25:41.105-04:00Take off the blinders!<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">I have come to admire and appreciate the work of <a href="http://www.blog.insightexchange.net/2014/02/04/scientific-insights-2-4-14/">Gary Klein</a>, PhD, who authored the book, <i>Seeing What Others Don’t: The Remarkable Ways We Gain Insights</i> (2013, Public Affairs, NY). Klein notes that most performance-improvement models involve decreasing errors and uncertainties through standards, controls, documentation, checklists, reviews, rigors, and procedures. Sound familiar?</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><a href="http://www.psychologytoday.com/blog/seeing-what-others-dont/201306/the-different-forms-insight">Insights</a>, on the other hand, come from grappling with curiosity about contradictions, connections, and coincidences. Klein posits that an insight is an <i>unexpected shift to a better story for understanding how things work and can lead to changes in how we understand, act, feel, and desire.</i> Wrestling with contradictions and connections to gain insight is often catalyzed by creative desperation—when the need to reconcile opposite or contrary experiences or understandings results in the creation of something new or innovative that better solves a problem or helps reconcile competing beliefs or frames of reference.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Failure to gain insight is often characterized by lack of experience, a passive stance, concrete reasoning, and adherence to flawed beliefs. Gaining insights requires experience, an active stance, playful reasoning, and a willingness to question long-held assumptions and beliefs.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">How often do you see things that others don’t? How often do you try to make sense of contradictions, connections, and competing ideas, of understandings, stances, or frames of reference in your professional practice? To what degree do you apply curiosity and creativity to foster insight development in yourself and others? Do you think cultivation of insight is important to your education, practice, and research leadership skill set? How do you foster insight development with your peers, colleagues or protégés?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As I studied and learned more about Klein’s theory and ideas about insight formation, I connected his work and ideas with those of <a href="http://video.search.yahoo.com/video/play;_ylt=A2KLqIJ7KsxTQg8AFnn7w8QF;_ylu=X3oDMTByZWc0dGJtBHNlYwNzcgRzbGsDdmlkBHZ0aWQDBGdwb3MDMQ--?p=polarity+management&vid=eadf72c248dbad8d136282859b329fad&l=1%3A54&turl=http%3A%2F%2Fts1.mm.bing.net%2Fth%3Fid%3DVN.608010585849925428%26pid%3D15.1&rurl=http%3A%2F%2Fvimeo.com%2F7928397&tit=Introduction+to+Polarity+Management&c=0&sigr=10onk8h46&sigt=113gipjsi&age=0&&tt=b">Barry Johnson</a>, PhD, father of <a href="http://www.polaritypartnerships.com/">polarity management</a>. I realized polarity management is a <a href="http://vimeo.com/6414159">key leadership skill set</a> that assists individuals, groups, teams, and organizations in defining and working through contradictions, connections, and polarities. Unpacking and working through polarities oftentimes leads to development of insight.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><a href="http://www.nursingsociety.org/Awards/international/Pages/BonnieWesorick.aspx">Bonnie Wesorick</a>, recipient of the 2011 Edith Moore Copeland Award for Excellence in Creativity—a Founders Award presented by the Honor Society of Nursing, Sigma Theta Tau International—provides an excellent <a href="http://www.jihonline.org/jih/vol1/iss1/12/">overview of polarity management, as well as principles and leadership practices</a> needed in today’s health care environments. Consider identifying polarities in your work context, and then experiment with managing those polarities, based on the strategies and techniques she describes. [Learn more: “<a href="http://www.reflectionsonnursingleadership.org/Pages/Vol34_4_Mattson_Wesorick.aspx">Bonnie Wesorick: Nurse on a mission</a>,” and “<a href="http://www.reflectionsonnursingleadership.org/Pages/Vol38_4_Hazard_Wesorick_Part%20One.aspx">Bonnie Wesorick: Putting the care back in health care</a>.”]</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Improving performance, decreasing errors, and establishing standards and controls are necessary in health care today. However, each of us should be curious about and sensitive to contradictions, connections, and coincidences we experience. Subjecting those experiences to playful reasoning and polarity management can lead to wisdom insights and a better story for understanding how things work. Decide now to learn more about polarity management. Maybe you will begin gaining some wisdom insights and see what others don’t.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">For <a href="http://www.reflectionsonnursingleadeship.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-54484473605548458352014-05-09T18:03:00.000-04:002014-05-12T15:43:29.918-04:00Systems thinking and generative leadership<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Nursing leadership has a significant role to play in sensemaking and supporting development of learning for the purpose of <a href="https://www.youtube.com/watch?v=iIs6zQXUpAU&feature=youtu.be">strengthening global health care systems</a>.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Through understanding of system dynamics and interaction patterns over time, a leader’s influence and impact on positive organizational change can be strengthened. Such influence requires attention to the <a href="http://integral-focus.com/pdf/Senge.pdf">five disciplines of a learning organization</a>: personal mastery, ability to discern and make mental models explicit, co-creating with others a shared vision of a desired future that is contrasted with a present state, and team-learning that supports an ongoing cycle of action-oriented systems thinking. Working intentionally in systems that aspire to become learning organizations requires development of personal mastery, based on one’s strengths and professional purpose-management.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Personal mastery requires dealing with paradox, ambiguity, and holding the creative tension of opposites, especially when people have competing or contrasting mental models or worldviews. Being open, honest, and direct supports exploration of mental models. Having a vision supports a generative—as opposed to remedial—mind-set. Understanding how the parts of a system influence each other aids sensemaking. Finally, building a shared vision requires contrasting a present state of affairs with a desired future state.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">The gap between here and now, and there and then, sets up a creative tension that activates <a href="http://www.co-intelligence.org/I-leadershipGen.html">generative leadership</a>. Navigating and negotiating tensions between compliance and commitment result in shared visions in service of greater purposes in the context of an organization’s mission, vision, and contribution to the social order. Consider exploring the <a href="http://www.systemswiki.org/index.php?title=Main_Page">world of systems thinking</a> to enhance your leadership skill set.</span></div>
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<b><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Archetype learning</span></b></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">For some years now, in leadership courses I teach, I challenge and engage students to analyze situations and experiences through <a href="http://www.albany.edu/faculty/gpr/PAD724/PositiveSystemsArchetypes.pdf">positive and negative system archetypes</a>. The results are always fascinating. Students gain new and surprising insights into system dynamics they need to negotiate. Through systems thinking and sensemaking, students realize there are creative and generative solutions to seemingly intractable problems.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Archetype learning and systems thinking require perspective taking and a “balcony view” that reveals patterns that are often tacit. Systems thinking helps make these patterns explicit. Mapping and representing system dynamics help one visualize the balancing and reinforcing loops, as well as the delays and unintended consequences, of system dynamics. Being able to discern one’s own mental models, as well as those of others, requires reflection, inquiry, and advocacy. Mastering techniques of systems thinking, inquiry, and advocacy is essential to insight and action.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Negative archetype dynamics can easily be identified in health care scenarios today—for example: limits to growth, shifting the burden, eroding goals, escalation, success to the successful, tragedy of the commons, fixes that fail, growth and underinvestment. Knowing the early-warning signs of each of these negative archetypes can activate a management-leadership principle that will help in the resolution or remedy of the negative system dynamic, in service of one that is more positive.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Knowing the negative archetype dynamic is useful in terms of thinking of its opposite. Positive archetypes include: plan for limits, strut your stuff, collective agreement, invest for success, fixes that work, bite the bullet, stay on track, cooperative partners, win-win, and be your best! System archetypes are held in place by actors, policies, and procedures that may be in competition with espoused beliefs, values, or intentions.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Systems thinking is an essential knowledge management or leadership skill and supports integral understanding of the interconnectedness of all parts in a system. Systems thinking, generative leadership, and sensemaking are skills that nurses possess. It is our systems thinking and generativity, as well as our sensitivity to negative and positive system archetypes, that provide insight and direction for the nursing leadership crucial to strengthening global health care systems.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International. Comments are moderated. Those that promote products or services will not be posted.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-20064536408613922242014-01-02T12:48:00.000-05:002014-01-10T15:10:29.708-05:00It's 2014. Do you know what the future holds?<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As we begin a New Year, thoughts turn from what <i>was</i> to what <i>will</i> be or <i>could</i> be! Imagining and creating the future is especially important in the context of President Hester Klopper’s 2013-15 presidential call to action: Serve locally, transform regionally, lead globally. Klopper’s request to provide input and respond to the work of the Global Advisory Panel on the Future of Nursing (GAPSON) calls for development of futures literacy among nurses around the globe.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Consider that, in 1997, the International Council of Nurses (ICN), on the occasion of their 100th anniversary, partnered with the <a href="http://www.altfutures.org/home">Institute for Alternative Futures</a> to create the <i><a href="http://www.altfutures.org/guidebook-nurse-futurists">Guidebook for Nurse Futurists</a></i>. The <a href="http://www.wfs.org/content/tools">World Future Society</a> is home to a number of resources that educators, clinicians, and administrators can use to exercise and influence the development of future-thinking skills. Perhaps, in 2014, it is time to renew and resurrect our learning about futures thinking, research methods, and the creativity associated with design-thinking about the future we want to create.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Intentional use of futures thinking and the application and evaluation of futures-related research methods is a chance to inspire agency in the face of uncertainty. How will you use these resources to anticipate, forecast, and respond to future trends and scenarios that have cascading consequences? What future do you want to create for yourself and the nursing profession at large?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><a href="http://www.youtube.com/watch?v=tVZIqUmbCIA">Riel Miller</a>, PhD, argues that futures literacy involves dynamic interactions between narrative capacity, our collective interactive sense-making intelligence, and our capacity to reframe situations. Nurses are very good at sense-making and, if provided the time, space, and resources, we excel at activating our collective intelligence and reframing situations with a greater good in mind.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">In addition to Miller’s work, the ideas and insights of <a href="http://socialsciences.exeter.ac.uk/education/staff/index.php?web_id=margo_greenwood">Margo Greenwood</a>, PhD, and colleagues provide a road map for developing agency in the face of uncertainty. It is useful, they suggest, to reflect on the cross-impact of two variables: locus of control (to what degree do we see our response to the future in our own hands or the hands of others) and certainty versus uncertainty about the future. Such a 2-by-2 reflection reveals four positions. As you consider the positions below, discern what stance best represents the perspectives of your organization, colleagues, and your own personal or professional opinions.</span></div>
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<li><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Position 1, Building site:</b> People assume the future is open and undetermined, and they have control determining the way forward into possibility.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Position 2, Route map:</b> People are confident of a particular future coming to pass, and they have control over their path to that future.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Position 3, Carried along:</b> People are confident of a particular future coming to pass and do not see themselves having control over their path to that future.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Position 4, Into the mist:</b> People assume the future is open and undetermined, and they do not see themselves as having control over determining their way forward in relation to possibilities.</span></li>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Is it possible to change peoples’ opinions, beliefs, and points of view? I believe it is, and <a href="https://s3-ap-southeast-1.amazonaws.com/esrcfutures/docs/BuildingAgency_EducatorGuide.pdf"><i>An Educator’s Guide: Realistic and Creative Strategies for Thinking About the Future</i></a>, is a wonderful resource that supports development of futures literacy skills and helps people see a way forward. The exercise included in this resource helps people explore and unpack tacit beliefs, values, and positions and nudges people toward more proactive insight and understanding of the need for agency and action.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">As you think about your engagement with the Honor Society of Nursing, Sigma Theta Tau International, over the next biennium, consider how you can develop your futures literacy. Explore and experiment with some of the references, tools, and resources cited in this post. Share your learning and discoveries with others. Consider how exerting nursing-leadership influence can shape the future and contribute to the positive transformation of a 21st-century health care system. Move beyond the fear of uncertainty to agency and action.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-30442205281677481342013-06-10T11:38:00.000-04:002013-06-10T15:05:54.770-04:00Time, change, and transformation<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Many in the United States are familiar with the Future of Nursing: Campaign for Action, an initiative of AARP, the AARP Foundation, and the Robert Wood Johnson Foundation. Participants at the <a href="http://thefutureofnursing.org/resource/detail/future-nursing-campaign-action-summit-2013-transforming-health-care-through-nursing">Future of Nursing: Campaign for Action Summit 2013</a>, held in Washington, D.C. early this year, used <a href="http://www.liberatingstructures.com/">Liberating Structures</a> to create action plans that advance Campaign for Action goals and objectives. Liberating Structures support change and transformation, and they provide leaders with new and creative ways to engage people in complexity change and transformation efforts.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">The 2013 Summit, <a href="http://campaignforaction.org/national-summit">Transforming Health Care Through Nursing</a>, produced some interesting results and action plans. Consider supporting efforts in your state or region related to the recommendations developed by <a href="http://campaignforaction.org/states">Action Coalition</a> participants. If nurses are to <i>transform</i> the future of nursing rather than <i>change</i> it, we need to become more conscious and reflective about differences that make a difference between change and transformation.</span></div>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKz3B_B5z7jTcrig19Y4vQt6QuiB3DollWEQ0GqKRnEV-pwqI27dcR1Kdr_gKvWNGVkRiIDQsNRkgyyvVMqWG8TX-nkIOjmTlp4D-fE5acjRQjn9HKH0qYzDOBPqltiOuly5AK0mcRXO0T/s1600/Pesut_transformation_Blogger_SFW.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="250" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKz3B_B5z7jTcrig19Y4vQt6QuiB3DollWEQ0GqKRnEV-pwqI27dcR1Kdr_gKvWNGVkRiIDQsNRkgyyvVMqWG8TX-nkIOjmTlp4D-fE5acjRQjn9HKH0qYzDOBPqltiOuly5AK0mcRXO0T/s400/Pesut_transformation_Blogger_SFW.jpg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: small;">Transformation is what creates the butterfly's future.</span></td></tr>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Chris McGoff makes important distinctions between <a href="http://theprimes.com/change-vs-transformation/">change and transformation</a>. McGoff observes change fixes the past, whereas transformation creates the future. He notes that change is the work of managers, and transformation is the work of leaders. His observations suggest that, when it comes to issues of change and transformation, it is essential that people become more conscious of their perspectives on the nature of time and whether they are interested in a “fix” or a “creation.” There is a <a href="http://www.bing.com/videos/search?q=you+tub+zimbardo&mid=077DA1448F7C455AFC91077DA1448F7C455AFC91&view=detail&FORM=VIRE4">secret power to time</a>. How might nurses become more conscious of and insightful about how time perspectives influence thinking, doing and acting in service of change and transformation?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Philip Zimbardo and John Boyd, authors of <i>The Time Paradox: The New Psychology of Time That Will Change Your Life</i> (2008), suggest that one’s time perspective is the nonconscious personal attitude that each of us holds toward time. Our attitudes toward time are bundled into time categories that help to give order, coherence, and meaning to our lives. Zimbardo and Boyd have identified six time perspectives: 1) past-negative, 2) past-positive, 3) present fatalistic, 4) present hedonistic, 5) future, 6) transcendental future. If nurses are to transform the future and advance health, what time perspective do you think is most valuable in service to a transformed future goal?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">In future blogs, I plan to touch on the topic of futures literacy and its importance for next-generation nursing leaders. Meanwhile, I invite you to discover your own time pattern perspectives and engage in some reflection around how the pattern that emerges for you supports or inhibits your sense-making in terms of the work you do.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Complete the <a href="http://www.thetimeparadox.com/surveys/">Zimbardo Time Perspective Inventory</a>. How does your pattern of time influence your thinking, feeling, doing? As you learn more about the six time perspectives, how does this knowledge and insight help you understand those in your care or work world? If you had to conjecture the time pattern of professional nurses as a group, what would you conclude? How does one’s pattern of time influence perspectives on change and transformation? To what degree is it possible to reset one’s psychological time clock?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Becoming aware of one’s time perspective influences the development of one’s leadership capacity and sets in motion different dynamics, based on the challenges of change and transformation. If nurses are to transform the future and advance health, then paying attention to the influence of time perspectives and the differences between change and transformation becomes an essential variable in the equation.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">For <a href="http://www.reflectionsonnursingleadership.org/"><i>Reflections on Nursing Leadership</i></a> (<a href="http://www.reflectionsonnursingleadership.org/"><i>RNL</i></a>), published by the Honor Society of Nursing, Sigma Theta Tau International.</span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-51930922120842455582012-08-03T12:51:00.000-04:002012-08-03T12:51:50.005-04:00The hero~heroine’s journey<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Recently, I relocated from Indiana University School of Nursing to the University of Minnesota School of Nursing. Personally and professionally, I had to engage in deep reflection about this career move. I decided to answer the call and begin a new life chapter.</span></span><div>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">When we are called to something, we frequently embark on what Joseph Campbell describes as the </span></span><a href="http://en.wikipedia.org/wiki/Monomyth"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">hero’s (heroine’s) journey</span></span></a><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">. Basically, there are eight steps to the journey: 1) Hearing the call, 2) committing to the call (overcoming refusal), 3) crossing the threshold (initiation), 4) finding guardians, 5) facing and transforming demons, 6) developing inner self and new resources, 7) the transformation, and 8) returning home with the gift.</span></span></div>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">From time to time, I believe it is important to reflect on the degree to which each of us answers his or her call. John Schuster’s book, <i>Answering Your Call,</i> Berrett-Koehler, San Francisco, CA (2003) is a wonderful invitation and guided reflection on the nature of calls as a push and pull into a purpose-driven future vision. Certainly, nurses and other health care providers hear a call, commit to it, are initiated, find guardians, face and transform demons, develop inner resources, are transformed and realize gifts. To what degree have you revisited or reflected on your personal and/or professional calling?</span></span></div>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Stephen Gilligan and Robert Dilts in their book: </span></span><i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">The Hero’s Journey: A Voyage of Self Discovery, </span></span></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Crown House Publishing, Bethel, CT (2009), provide some provocative questions for people to consider in regard to reflecting on the nature of their calls and where they themselves in the context of their journeys. These questions include the following:</span></span></div>
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<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What is the call?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">How do you know your calling has been fulfilled?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">When did you first hear the call? What were subsequent events, both positive transcendent and negative?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">In what ways have you refused the call? What have been the consequences of the refusal?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What people are models/ancestors/sponsors for your call?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Which people are negative examples/warnings?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What are the demons that block your path (inner states/habits or addictions/external associations)?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What are the resources that support/nurture/motivate your path?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What will allow you to deepen your commitment to the hero’s journey?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">How do you create action agendas and find guardians?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What is/are the demons/challenges you are currently facing? What is a situation in which you feel more of a victim than a hero?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What is your “threshold?” What is the unknown territory, outside of your comfort zone, that either (a) the challenge is forcing you into or (b) you must enter in order to deal with the challenge?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Given the demon you are facing and the threshold you must cross, what is the “call to action?” What are you being called to do or become? It is often useful to answer this question in the form of a symbol, or metaphor, e.g. I am called to become an eagle, warrior, magician, etc.)</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">What resources do you have and which do you need to develop more fully to face the challenge, cross your threshold and accomplish your calling?</span></span></li>
<li><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Who are (will be) your guardians for those resources?</span></span></li>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">I believe most nurses are called to nursing because they are purpose-driven to care and serve, and make a difference in the world by sharing their strengths, gifts and talents. Periodically recalling and reviewing one’s call is an important aspect of personal and professional renewal.</span></span></div>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">A new book by John Schuster, </span></span><i><a href="http://johnpschuster.com/aboutMain.asp"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">The Power of Your Past: The Art of Recalling, Reclaiming and Recasting</span></span></a></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;"> (2011), was a great resource to me as I contemplated my career move. The book provided a systematic way for me to reflect and reframe my past in light of future aspirations. At the same time, the book helped me develop an action agenda related to discernment about the call to change. Through a series of self-reflective exercises, Schuster leads and coaches you into </span></span><a href="http://johnpschuster.com/videoPop06.asp"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">recalling, recasting and reclaiming life experiences</span></span></a><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">.</span></span></div>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Recalling stories and images from one’s past is grist for reflecting on how the images and early life stories compress or expand life and learning. Recasting past images and identifying and analyzing what the image evoke and what is/was the impact of that evocation helps us reframe old experiences in new ways. Such reframing supports wisdom making. Reclaiming allows one to apply the lesson derived from reflection and reframing to a current setting. Schuster’s work helped me on my hero-journey path. Recalling, reclaiming and recasting my past helped me realize that there were elements of my calling that still needed attention and activation. Such reflection also helped me realize that I had the inner resources to respond to the call with an affirmative voice.</span></span></div>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: large;">Perhaps you are happy and content with your current calling? Perhaps you have successfully navigated the steps of the hero’s~heroine’s journey? If so, compliments to you. If, however, you are at a crossroads in your journey and you feel somewhat restless with your current calling, I invite you to explore and reflect on some of the questions offered by Gilligan and Dilts (2009), as well as John Schuster’s (2003, 2011) work. Such reflection may help you uncover new resources that will support you as you continue with the personal transformation associated with your own hero’s~heroine’s journey.</span></span></div>
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<span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><span class="Apple-style-span" style="font-size: x-small;">For </span><a href="http://www.reflectionsonnursingleadership.org/"><span class="Apple-style-span" style="font-size: x-small;">Reflections on Nursing Leadership</span></a><span class="Apple-style-span" style="font-size: x-small;"> (</span><a href="http://www.reflectionsonnursingleadership.org/"><span class="Apple-style-span" style="font-size: x-small;">RNL</span></a><span class="Apple-style-span" style="font-size: x-small;">), published by the Honor Society of Nursing, Sigma Theta Tau International.</span></span></div>
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-52973247463889524892012-01-29T18:52:00.006-05:002012-08-03T12:54:22.431-04:00PlexusCalls on The Future of Nursing<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">I had the good fortune of serving for the past seven years on the Plexus Institute board of trustees. In 2010-11, I served as chairman of the board. Plexus does great work! In service of my intention in writing this blog, "Meta-Reflections" (creating community and inviting action through reflection and sharing of personal, professional and public resources), I invite you to explore resources available to you at Plexus Institute. There are a great number of PlexusCall podcasts available free of charge at iTunes or by accessing archived PlexusCalls at </span></span><span class="Apple-style-span" style="font-size: large;"><a href="http://www.plexusinstitute.org/"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Plexus Institute</span></a></span><span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">.</span></span><br />
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> </span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">I want to particularly draw your attention to a series of calls, titled "The Future of Nursing," that were produced in the fall of 2011. (Thanks to </span><b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Prucia Buscell</span></b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> of Plexus Institute for providing some of this information.) The Future of Nursing podcasts, Parts I, II and III, included nurses from across the country who explored the RWJF and Institute of Medicine Future of Nursing report and discussed how complexity principles could influence and inspire effective change and provide solutions to issues challenging nurses in education and practice settings. Below is a brief description of each part, linked to the appropriate podcasts. I hope these calls will provide you with new information and opportunities for reflection and action.</span></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> </span></div>
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<span class="Apple-style-span" style="font-size: large;"><a href="http://www.plexusinstitute.org/events/event_details.asp?id=179097"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">The Future of Nursing, Part I</span></a></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">On the first call, </span><b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Liana Orsolini-Hain,</span></b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> PhD, RN, CCRN, a Robert Wood Johnson Foundation (RWJF) Fellow from California, says nurses, as the largest portion of the health care work force, are in the best position to promote improved patient protections and increased access to care. Itemizing key messages in </span><i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">The Future of Nursing</span></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> report, she emphasizes that all nurses should: </span></span><br />
<ul>
<li><span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Practice to the fullest extent of their education and training. </span></span></li>
<li><span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Achieve higher levels of education and training through an improved education system revised to promote seamless progression. </span></span></li>
<li><span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Be full partners with physicians and other professionals in designing health care. </span></span></li>
<li><span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Work toward improved data collection and infrastructure that makes policy making more effective.</span></span></li>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Orsolini-Hain says leadership is needed to shift focus from individual practices to the needs of national populations and the role of health care teams. The educational goals, she says, include increasing the number of nurses with bachelor’s degrees to 80 percent by 2020, and doubling the number of nurses with doctorates.</span></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> </span></div>
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<span class="Apple-style-span" style="font-size: large;"><a href="http://www.plexusinstitute.org/events/event_details.asp?id=179101"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">The Future of Nursing, Part II</span></a></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">This series of calls features a description of how the complexity-informed processes of Appreciation, Influence and Control (AIC) were used to create, with the future transformation of nursing education in mind, an appreciation of the nursing culture. AIC, developed by </span><b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">William E. Smith, </span></b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">PhD, author and principal of Organizing for Development, was introduced to nurses at the 2009 Plexus “Nursing On the Edge” Conference. Building on work introduced in 2009, Smith partnered with </span><b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Cynthia Hornberger,</span></b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> PhD, MBA, RN, ARNP, professor and special assistant to the president at Washburn University School of Nursing, and me, chair of Plexus Institute board of trustees (2010-11) and professor of nursing at Indiana School of Nursing, to use the AIC process with attendees at conference, held at Gonzaga University in Spokane, Washington, USA.</span></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> </span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Using the AIC process, we asked participants what it would take to transform the future of nursing education. Analyzing the data we gathered, we developed power maps. A summary and implications of the AIC Appreciation of Nursing Culture are shared on the call.</span></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> </span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Results suggest that we nurses, for the most part, go about our work in a very open, appreciative way. We listen, learn and discover. We rely more than most on our innate intuition and sensing capacities. Our first preference is for the use of appreciative power (47 percent). Secondarily, we rely on our ability to relate to other people (influence power), but this extends to our ability to relate to new ideas and technologies. Our preference level for the use of influence power is 38 percent. When we have to, we can also be directive, relying on our knowledge and experience. Our preference level for the use of control power is 15 percent. Ideally, preference levels for appreciation, influence and control should each be at 33 percent. The implications of this assessment? Nurses probably need to be more open to influence of others and, in turn, influence others more and act accordingly in supporting nursing values, ideals and purposes.</span></span></div>
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<span class="Apple-style-span" style="font-size: large;"><a href="http://www.plexusinstitute.org/events/event_details.asp?id=179103"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">The Future of Nursing, Part III</span></a></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">This series of calls features </span><b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Phyllis Beck Kritek,</span></b><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> PhD, RN, FAAN, an internationally known nurse scholar and writer who is frequently engaged as a facilitator by organizations and health care agencies seeking to create effective strategic changes. She is noted for her ability to create conceptual maps that assist individuals and groups grappling with challenges and dilemmas. She is the author of two books on conflict resolution and healing: </span><i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Negotiating at an Uneven Table: Developing Moral Courage in Resolving Our Conflicts</span></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> and </span><i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Reflections on Healing: A Central Nursing Construct</span></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">. She discusses the need for nursing leadership and how to build productive relationships that increase standards of care and improve organizational outcomes in complex environments. </span></span><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Individuals, she points out, need to move from </span><i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">toleration</span></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> (where people do their work in silos) to </span><i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">cooperation</span></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> (where they work together for mutual benefit) to </span><i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">collaboration</span></i><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> (where they retain their autonomy but become skilled at facilitation, analysis, reframing issues, and working with others to overcome obstacles and achieve shared values).</span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Kritek discusses the importance of deep personal reflection and attention to the shadow work that is necessary to collaborate more effectively. Leadership and collaboration, she notes, requires people to assume they are operating in a complex adaptive system where they must adapt to uncertainty and emergence. It takes courage to act in the face of danger and rejection. “If that were easy, we’d all rush around being leaders,” she says.</span></span></div>
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<span class="Apple-style-span" style="font-size: large;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Plans are being developed to launch a 2012 Nursing Learning Network Call Series. Plexus Institute invites your support and participation. Stay tuned! Stay engaged! What the future holds for you depends on what you hold for the future.</span></span></div>
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<span class="Apple-style-span" style="font-size: x-small;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">For </span></span><i><a href="http://www.blogger.com/goog_30387236"><span class="Apple-style-span" style="font-size: x-small;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">Reflections on Nursing Leadership</span></span></a></i><a href="http://www.blogger.com/goog_30387236"><span class="Apple-style-span" style="font-size: x-small;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;"> (</span></span></a><i><a href="http://www.blogger.com/goog_30387236"><span class="Apple-style-span" style="font-size: x-small;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">RNL</span></span></a></i><a href="http://www.reflectionsonnursingleadership.org/"><span class="Apple-style-span" style="font-size: x-small;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">)</span></span></a><span class="Apple-style-span" style="font-size: x-small;"><span class="Apple-style-span" style="font-family: Arial, Helvetica, sans-serif;">, published by the Honor Society of Nursing, Sigma Theta Tau International.</span></span></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-51962197385528933392011-09-19T12:50:00.008-04:002012-01-29T19:12:40.679-05:00The ingredients of well-being: PERMA 2051<span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
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<span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">I have followed the work of </span></span><a href="http://www.ppc.sas.upenn.edu/bio.htm"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">Martin E.P. Seligman</span></span></a><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">, PhD, for about 36 years! I first became aware of his work when I was getting my master’s degree in psychiatric mental health nursing at the University of Texas Health Science Center in San Antonio. Seligman is often referred to as the father of </span></span><a href="http://psychology.wikia.com/wiki/Positive_psychology"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">positive psychology</span></span></a><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">. Early in my career, I was interested in his theory of “</span></span><a href="http://psychology.wikia.com/wiki/Learned_helplessness"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">learned helplessness</span></span></a><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">” as a model for explaining depression. Over time, Seligman shifted his focus and began to study and create theories of optimism and </span></span><a href="http://www.authentichappiness.sas.upenn.edu/Default.aspx"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">authentic happiness</span></span></a><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">.</span></span><br />
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</span> </span> </div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">Recently, he has refined and amalgamated his thinking and created a theory of well-being, which he explains in a new book titled </span></span><i><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">Flourish</span></span></i><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">. In this work, he proposes that well-being involves five measurable elements: Positive Emotions (P), Engagement (E), Relationships (R), Meaning (M) and Achievement (A), or PERMA.</span></span></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
</span> </span> </div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">Working with colleagues and students at the University of Pennsylvania, Seligman has developed a number of measures and interventions to support positive accomplishment, resilience and well-being. Listen to his </span></span><a href="http://www.youtube.com/watch?v=weVPtrXMMx8"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">remarks</span></span></a><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"> as he shares how he is using knowledge created to influence and stimulate change in education and therapy, including military settings. I particularly like his notion of the complementary pair of post-traumatic stress ~ post-traumatic growth syndrome. I also admire and appreciate his visionary goal that, by the year 2051, 51 percent of the people of the world will be flourishing.</span></span></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
</span> </span> </div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">Personally, after reading the book, I have decided to take up the practice of two evidence-based exercises that seem to influence and support one’s well-being: the Gratitude Visit and the Three Blessings Exercise.</span></span></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
</span> </span> </div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">The Gratitude Visit involves conjuring up an image of someone still alive who did or said something that changed your life for the better, and you never properly thanked him or her. The task is to write a 300-word letter of gratitude to that person with specific details about what they did and how it affected your life. Once you have written the letter, surprise him or her with a visit and personally deliver the letter. Read it out loud to and then discuss the content and your feelings for each other.</span></span></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
</span> </span> </div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">The Three Blessings Exercise is also a useful practice to develop. This involves reflection and appreciation. Every night, set aside 10 minutes before you go to sleep to write down three things that went well today and why they went well. Writing about what went right rather than what went wrong is likely to support your PERMA and increase your feelings of well-being.</span></span></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
</span> </span> </div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">I believe nurses around the world already understand the importance of PERMA for health and well-being. Seligman has provided specific measurements, tools and resources that may help and support the work nurses do to develop resilience and promote well-being in themselves and for those for whom they care. With the support of nurses who flourish, I believe his 2051 PERMA Vision will be realized.</span></span></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
</span> </span> </div><div><b><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">Reference:</span></span></b></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><b></b>Seligman, M. (2011). </span></span><i><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">Flourish: </span></span></i><i><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;">A Visionary New Understanding of Happiness and Well-Being.</span></span></i><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"> (New York: Free Press).</span></span></div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: large;"><br />
</span> </span> </div><div><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: x-small;">For </span></span><i><a href="http://www.blogger.com/goog_1809605563"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: x-small;">Reflections on Nursing Leadership</span></span></a></i><a href="http://www.blogger.com/goog_1809605563"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: x-small;"> (</span></span></a><i><a href="http://www.blogger.com/goog_1809605563"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: x-small;">RNL</span></span></a></i><a href="http://www.reflectionsonnursingleadership.org/"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: x-small;">)</span></span></a><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"><span class="Apple-style-span" style="font-size: x-small;">, published by the Honor Society of Nursing, Sigma Theta Tau International. </span></span><br />
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</span></div></div>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-2478082520704110208.post-66362160902051050702011-08-01T17:07:00.054-04:002011-08-01T17:59:00.813-04:00Self as coach: Professional renewal through strength and characterOne of the most significant challenges leaders face is how best to maintain optimism, hope and a sense of renewal when confronted with competing commitments, conflicts and struggles that are a part of leadership responsibilities. Nurse leaders need to engage inner work in order to more effectively provide outer service (Pesut, 2001). Renewal is accomplished by clarifying one’s strengths, values, gifts and talents—and using them with intention. A strengths and character-based approach to personal and professional renewal helps people appreciate and value their signature themes and natural talents. Knowing what one’s signature strengths and values are promotes personal mastery and self-management in the creation of a purpose-driven life.<br />
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Some leaders choose to work with professional coaches to discern their strengths and learning edges. Others believe there is value in developing self as coach, through deliberate inquiry and practices connected to personal and professional renewal efforts. I encourage leaders I know to use two assessments to obtain information about signature and character strengths. The first is the VIA Survey from the VIA Institute on Character. This instrument assesses strength in character. Based on responses to a series of questions, the instrument rank orders 24 character strengths and then groups them by the virtue categories of wisdom, courage, humility, justice, temperance or transcendence. Knowledge of character strengths and learning edges promotes insight, action and development.<br />
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Another resource I think is most valuable for nursing leaders is the book, <i>Strengths Based Leadership</i>, by Tom Rath and Barrie Conchie (Rath & Conchie, 2009). This book provides access to the Gallup Corporation StrengthsFinder assessment tool. Knowing what your top five signature strengths are gives voice to your talents and skill mix. Even more valuable, this reference and resource provides specific strength by strength-based strategies to help a leader master most of the characteristics that followers want in leaders: trust, compassion, stability and hope. The best thing nursing leaders can do to strengthen the profession is to know what values support and sustain individual character and how to support followers through intentional activation of personal strengths and virtues.<br />
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<b>References and Resources:</b><br />
<div>Pesut, D.J. (2001). Healing into the future: Recreating the profession of nursing through inner work. In N. Chaska (Ed.), <i>The nursing profession: Tomorrow and beyond</i> (pp. 853-867). Thousand Oaks, CA: Sage.</div><div><br />
</div><div>Rath, T., & Conchie, B. (2009). <i>Strengths based leadership</i>. New York, NY: Gallup Press.</div><div><br />
</div><div><span class="Apple-style-span" style="font-size: x-small;">For </span><i><a href="http://www.blogger.com/goog_1880597458"><span class="Apple-style-span" style="font-size: x-small;">Reflections on Nursing Leadership</span></a></i><a href="http://www.blogger.com/goog_1880597458"><span class="Apple-style-span" style="font-size: x-small;"> (</span></a><i><a href="http://www.blogger.com/goog_1880597458"><span class="Apple-style-span" style="font-size: x-small;">RNL</span></a></i><a href="http://www.reflectionsonnursingleadership.org/"><span class="Apple-style-span" style="font-size: x-small;">)</span></a><span class="Apple-style-span" style="font-size: x-small;">, published by the Honor Society of Nursing, Sigma Theta Tau International.</span></div>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-2478082520704110208.post-40484276035964052192011-03-10T13:50:00.011-05:002011-08-01T18:00:05.869-04:00Join the 100 Top Squiggles of Nursing project<span class="Apple-style-span" style="font-family: 'times new roman';"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">In my </span></span><span class="Apple-style-span" style="font-family: 'times new roman';"><a href="http://meta-reflections.blogspot.com/2010/07/squiggle-sense-and-complementary-nature.html"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">July 12, 2010 Meta-Reflections post</span></a></span><span class="Apple-style-span" style="font-family: 'times new roman';"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">, I commented on the squiggle sense and the complementary nature of nursing phenomena. I was delighted and surprised when David A. Engstrom, PhD, creator~designer of </span></span><span class="Apple-style-span" style="font-family: 'times new roman';"><a href="http://thecomplementarynature.com/wordpress/"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">The Squiggle Sense</span></a></span><span class="Apple-style-span" style="font-family: 'times new roman';"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"> blog and co-author, along with J.A. Scott Kelso, PhD, of </span></span><span class="Apple-style-span" style="font-family: 'times new roman';"><span style="font-style: italic;"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">The Complementary Nature</span></span></span><span class="Apple-style-span" style="font-family: 'times new roman';"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">, contacted me and invited me to be interviewed! We exchanged many an e-mail and now that </span></span><span class="Apple-style-span" style="font-family: 'times new roman';"><a href="http://thecomplementarynature.com/wordpress/tss-interview-with-daniel-j-pesut/"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">interview</span></a></span><span class="Apple-style-span" style="font-family: 'times new roman';"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"> is posted on the Squiggle Sense blog!</span></span><br />
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<span style="font-family: 'times new roman';"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"></span></span><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">Dr. Engstrom also posted a </span><a href="http://meta-reflections.blogspot.com/2010/07/squiggle-sense-and-complementary-nature.html#comments"><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">comment</span></a><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"> to my July blog post, in which he extended an invitation to the nursing community to participate in the 100 Top Squiggles of Nursing project, part of his effort to gather the 100 top squiggles in a variety of disciplines. I think this would be a very interesting exercise that would add to our understanding and appreciation of the complementary nature and dynamics nurses negotiate on a daily basis.</span><br />
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<span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"></span><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">So, here is the plan. I invite all my nursing colleagues to use the comment feature provided at the bottom of this blog post (click on the word “comment”) or send directly to me (dpesut@iupui.edu ) a list of squiggles you notice in your practice, education or research contexts. I, in turn, will pass them along to Dr. Engstrom, and we will slowly but surely build a list of the top 100 squiggles in nursing! For example, a few of my candidate squiggles of nursing are: nursing~negligence; suffering~succorance; health~illness; mindfulness~mindlessness.</span><br />
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<span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;"></span><span class="Apple-style-span" style="font-family: Times, 'Times New Roman', serif;">What complementary pairs or “squiggles” has your squiggle sense perceived and acted upon? Participating in this project is easy. All I need are your squiggles, but if you care to spend a few minutes to let us know why you chose your particular candidate(s), please do so.</span><br />
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<span style="font-size: 85%;">For <a href="http://www.reflectionsonnursingleadership.org/"><span style="font-style: italic;">Reflections on Nursing Leadership</span> (<span style="font-style: italic;">RNL</span>)</a>, published by the Honor Society of Nursing, Sigma Theta Tau International.</span></span><br />
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</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-39118066972151756472011-02-10T13:37:00.003-05:002011-02-10T13:42:40.883-05:00Becoming wholehearted<span style="font-size:100%;"><span style="font-family: times new roman;"><br />Recently, I became aware of the work of Brené Brown, PhD, LMSW, who studies wholeheartedness. The evolution and development of her interests and research career is enlightening and inspiring. For a quick introduction to her work, check out this <a href="http://www.ted.com/talks/brene_brown_on_vulnerability.html">TED video</a>, where she talks about the power of vulnerability and the importance of human connection. What is most fascinating to me is that she began studying wholeheartedness as a result of her research interest in the concept of shame. I struggle with issues of shame. Everyone does. Brown’s definition? Shame is the intensely painful feeling or experience of believing that we are flawed and, therefore, unworthy of love and belonging.<br /><br /></span><span style="font-family: times new roman;">Brown makes the following points about shame. We all have shame, and it is one of the most primitive human emotions we experience. The only people who do not have shame lack the capacity for empathy and human connection. We are all afraid to talk about shame. The less we talk about shame, the more control it has over our lives. Shame is the opposite of owning our story and feeling worthy. Shame is different than guilt, which is about doing something bad. Shame is a belief that I am bad and not enough.<br /><br /></span><span style="font-family: times new roman;">It was through her study of shame that Brown discovered wholehearted people, individuals who had developed shame resilience. Men and women with high shame resilience have four things in common. They understand shame and recognize what messages and expectations trigger shame for them. They practice critical awareness by reality-checking the messages and expectations that tell us being imperfect means being inadequate. They reach out and share their stories with people they trust. They speak shame. They use the word “shame.” They talk about what they are feeling and ask for what they need.<br /><br /></span><span style="font-family: times new roman;">As I reflect on my nursing career, I realize that many of the dysfunctional dynamics I have observed in individuals, groups and organizations oftentimes involve issues of and responses to shame. I wonder what would happen if we started talking about shame and the effects of shame in our personal and professional lives?</span><span style="font-family: times new roman;"><br /><br />Antidotes to shame involve the following: cultivation of authenticity, self-compassion, a resilient spirit, gratitude and joy, intuition and trusting faith, and creativity. Developing shame resilience also includes letting go of exhaustion as a status symbol and productivity as self-worth. It involves cultivating calm and stillness, and letting go of self-doubt and “supposed-to.” It involves cultivating laughter, song and dance, and letting go of being cool and “always in control.”<br /><br /></span><span style="font-family: times new roman;">If you want to learn more about wholeheartedness and developing shame resilience, check out <a href="http://www.brenebrown.com/welcome">Brown’s work</a>. She is delivering important messages to the world about the power and value of vulnerability, compassion, courage and connection. Nurses everywhere will benefit personally and professionally from her wisdom, advice and careful attention to the research available on the subject of wholeheartedness and authenticity. Developing shame resilience is a practice worth pursuing.<br /><br /><span style="font-size:85%;">For <a href="http://www.reflectionsonnursingleadership.org"><span style="font-style: italic;">Reflections on Nursing Leadership</span> (<span style="font-style: italic;">RNL</span>)</a>, published by the Honor Society of Nursing, Sigma Theta Tau International. </span><br /> </span><br /> </span>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-2478082520704110208.post-89401731150539267802011-01-03T17:09:00.006-05:002011-01-03T17:21:05.779-05:00Gremlins and grace: Challenges for a new year<span style="font-size:100%;"><span style="font-family:times new roman;"><br />As the holiday season and another year came to a close, I reflected how, in the recent past, my gremlin kept surfacing to influence, hamper and interfere with my thinking, doing and relating. One of my colleagues suggested I read Rick Carson’s book, </span><span style="font-style: italic;font-family:times new roman;" >Taming Your Gremlin</span><span style="font-family:times new roman;">. I did, and it has given me new ways to monitor, notice and respond to my personal gremlins.<br /><br /></span><span style="font-family:times new roman;">As we begin a new year, I think it is a good time to take stock, reflect and consider how best to tame one’s gremlins. According to Carson, taming one’s gremlin involves the process of noticing and choosing—<br />moment-to-moment—light over darkness, good over evil and the love that sustains over the fear likely to destroy. If you have one or more gremlins that need taming, explore <a href="http://tamingyourgremlin.com/">Rick Carson’s website</a> and learn more about gremlin taming.<br /><br /></span><span style="font-family:times new roman;">Of special note are his <a href="http://tamingyourgremlin.com/tips.cfm">tips for taming gremlins</a>. Pictures people have created that visually represent personal gremlins of many types and varieties is available in his <a href="http://tamingyourgremlin.com/gallery.cfm">Gallery of Gremlins</a>. Feeling creative about describing your personal gremlin? Perhaps you will want to respond to Carson’s invitation to draw and submit a picture of your own gremlin to his Gremlin gallery?</span><span style="font-family:times new roman;"><br /><br />Gremlins often take charge of the chatterbox inside our heads. Gremlin taming is one way to manage the chatterbox. Another way is to create a <a href="http://www.stateofgracedocument.com/self.html">state-of-grace document</a> for yourself and with others.<br /><br /></span></span><span style="font-family:times new roman;"><span style="font-size:100%;">The five components of a state-of-grace document are: 1) the story of me/us, 2) interaction styles and warning signs, 3) expectations and core values, 4) questions to return to peace, and 5) short- and long-term agreements. A state-of-grace document can become a blueprint for positive healthy relating. Creating a state-of-grace document for yourself and with those you care about provides a stimulus for conversation, dialogue and understanding.<br /><br /><a href="http://www.stateofgracedocument.com/learnmore.html">Learn more</a> about these documents and consider how gremlin taming and grace can be incorporated into your personal and professional development plans for the new year, 2011.<br /><br /><span style="font-size:85%;">For <a href="http://www.reflectionsonnursingleadership.org/"><span style="font-style: italic;">Reflections on Nursing Leadership</span> (<span style="font-style: italic;">RNL</span>)</a>, published by the Honor Society of Nursing, Sigma Theta Tau International.</span></span><br /></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-81856379309974148062010-09-07T12:00:00.004-04:002010-09-07T12:13:20.324-04:00Paradoxes of group life: Is the profession of nursing caught in a self-referential bind?<span style="font-size:100%;"><span style="font-family: times new roman;"><br />Group life is permeated with contradictory thoughts, actions and emotions. Groups bound together by a purpose often spend time trying to negotiate and unravel the contradictory forces associated with relating to each other in a meaningful way. Such negotiations often result in a paralyzing circular process of conflict, enmeshment and paralysis rather than reflection and transformational dialogue. Smith and Berg (1987) in their classic work, <span style="font-style: italic;">Paradoxes of Group Life</span>, note that making the invisible, paradoxical nature of group life visible helps unravel some of the paradoxical dynamics of conflict.<br /><br /></span><span style="font-family: times new roman;">Clustered under the three essential group concepts of belonging, Smith and Berg identify tensions associated with identity, involvement, individuality and boundaries. Under the concept of engagement, they discuss tensions and issues associated with the dynamics of disclosure, trust, intimacy and regression. The issue of speaking in group life is explained in the dynamics of individual versus collective voice, authority, dependency, creativity and courage.</span><span style="font-family: times new roman;"><br /><br />Group life revolves around several paradoxical tensions. Consider the complementary dynamics associated with tensions between the individual~group, self~other, conscious~unconscious processes, dependence~independence, stuckness~movement, framing~reframing, participation~control, disclosure~non-disclosure, fear~courage, isolation~intimacy, belonging~not belonging, splitting~connecting, and issues of introjection~projection.<br /><br /></span><span style="font-family: times new roman;">Smith and Berg suggest the dynamic responsible for the paralysis and difficulty in group life is a “self-referential bind.” They write: “When a social entity uses itself as a mirror through which it judges what it is like, it often only sees those parts of itself that confirms what it wants to know, that is, that it will enable it to remain as it wants to be. Systems that are self-referential create binds for themselves that are difficult to get out of” (1987, p 48).</span><span style="font-family: times new roman;"><br /><br />The bind that groups create is the paradox that emerges as a result of projections and introjections as groups engage in splitting and fractionation around issues of identity (we-they) and issues related to errors of logical type. Projections are defined as taking something from the inside and mapping it to the outside. Introjections are the mapping of outside onto the inside. Projections and introjections are forms of displacement, where some dynamic that belongs in one place is moved to another.<br /><br /></span><span style="font-family: times new roman;">When the projection~introjection dynamic is co-mingled with subgroup formation in group role taking, collective splitting results in social interactive processes that are paradoxical and paralyzing. Multiple frames create conflicts that appear to be irresolvable and foster double-bind situations that elicit multiple contradictions and meanings. </span><span style="font-family: times new roman;">Framing and reframing these contradictions in different ways leads groups to developmental insights that evolve the group beyond intractable, paralytic dynamics. Reframing changes the meaning, content or context of a situation so people develop new insights about intentions and actions.</span><span style="font-family: times new roman;"><br /><br />So, as I witness the dialogue and debate surrounding the <a href="http://www.nursingworld.org/consensusmodeltoolkit">Advanced Practice Registered Nurse (APRN) consensus model</a>, <span style="font-style: italic;">and</span> ponder consequences of the <a href="http://www.aacn.nche.edu/dnp/pdf/Essentials.pdf">Essentials of Doctoral Education for Advanced Practice Nursing</a> on the future of master’s degree education, <span style="font-style: italic;">and</span> consider services the profession will provide to the public, <span style="font-style: italic;">and</span> explore the fifth iteration of the <a href="http://www.aacn.nche.edu/Education/pdf/DraftMastEssentials.pdf">Draft Masters in Nursing Education Essentials</a> document, I ask myself: As a profession, are we caught in a self-referential bind? How might we reframe all of the contradictions in such a way that we gain insights that move us beyond intractable, paralytic dynamics?<br /><br />What do you think?<br /><br /><span style="font-size:85%;">For <a href="http://www.reflectionsonnursingleadership.org"><span style="font-style: italic;">Reflections on Nursing Leadership</span> (<span style="font-style: italic;">RNL</span>)</a>, published by the Honor Society of Nursing, Sigma Theta Tau International.</span><br /> </span><br /> <br /> </span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-14776651451888375812010-07-12T16:36:00.004-04:002016-10-20T10:58:54.974-04:00The squiggle sense and the complementary nature of nursing<span style="font-size: 100%;"><span style="font-family: "times new roman";"><br />I once heard a quote and am not sure to whom it is attributed: “Life is bipolar and everything contains its opposite.” I have had my share of challenges trying to negotiate and reconcile what seem to me oppositional issues in my own life. I now have a new understanding of the complementary nature of polarities and paradoxes.</span><span style="font-family: "times new roman";"><br /><br />The <a href="http://themetastabilianmovement.com/#/ms-71/2">squiggle sense</a> has been proposed by scientists <a href="http://www.ccs.fau.edu/%7Ekelso/">J.A. Scott Kelso</a> and David A. Engstrom to represent the complementary nature and coordinated dynamics of opposites that, in fact, are components of a greater dynamic process. Such coordinated processes are linked to the way the brain processes information and engages in sense making. Kelso suggests the tilde or squiggle (~) as the symbol of the complementary nature that relates contrarities, opposites and their kin. Think about the squiggle sense and the complementary nature of nursing.</span><span style="font-family: "times new roman";"><br /><br />For some time, I have suggested there is a complementary nature to nursing and that the opposite of nursing is negligence. Thus, the squiggle sense of this would be nursing~negligence. I believe most nurses have a well-developed sixth sense about the complementary nature of nursing care. Now we have a way to represent—and perhaps make explicit—our squiggle sense of complementarity in terms of patient-care needs. Other complementary pairs relevant to nurses and the care they provide also come to mind.</span><span style="font-family: "times new roman";"><br /><br />Consider the complementary pair of any nursing problem with its opposite or desired nursing-sensitive outcome. For example, pain~comfort, anxiety~ anxiety control, impaired mobility~mobility, body~mind and self-care deficit~self care. In fact, one of the essential aspects of nursing is management of the complementary nature of human responses to health~illness situations. I wonder what would happen if nurses moved away from the development of problem lists and began to identify and note the complementary nature of each identified problem in terms of its coordinated opposite. We would then be identifying problems~outcomes and, perhaps, have a new appreciation of nursing care responsibilities in light of the squiggle sense of issues presented by individuals, groups, families and communities.</span><span style="font-family: "times new roman";"><br /><br />Why not explore the <a href="http://thecomplementarynature.com/">complementary nature website</a> and see how the theory of coordinated dynamics resonates with your own thinking, personal experience and the practice of nursing. The squiggle sense mission is to provide an “evolving online resource for the study and appreciation of a sixth sense of the complementary nature, and its philosophical~scientific grounding in coordination dynamics, the science of coordination.” Nursing is grounded in the science of coordination. I hope you accept the invitation to explore the complementary nature site and reflect on how coordinated dynamics might influence your thinking, doing and nursing practice. </span><br /><br /><span style="font-size: 85%;"><span style="font-family: "times new roman";">For <a href="http://www.reflectionsonnursingleadership.org/"><span style="font-style: italic;">Reflections on Nursing Leadership (RNL)</span></a>, published by the Honor Society of Nursing, Sigma Theta Tau International.</span></span><br /></span>Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-2478082520704110208.post-18069338918108740732010-05-04T14:17:00.005-04:002010-06-04T15:57:49.073-04:00Strengths and values<span style="font-size:100%;"><span style="font-family:times new roman;"><br />People who know me are familiar with my enthusiasm for a strengths-based approach to personal and professional development. Personally, I belive every nurse in the world ought to know their signature strengths. Such strengths-based knowledge supports learning in service of caring.</span><span style="font-family:times new roman;"><br /><br />Do you know the constellation of character strengths you possess? There are a couple of ways to learn about and maximize your strengths skill set. I invite you to take some time to explore the <a href="http://www.viacharacter.org/">VIA Institute on Character</a>. It evolved as part of an evoluationary vision connected with developments in the field of positive psychology. Since its inception, the institute has focused on <a href="http://www.viacharacter.org/Classification/Classification.aspx">classification</a>, <a href="http://www.viacharacter.org/VIASurvey.aspx">testing</a> and research related to character strengths. These classifications include cognitive, emotional, interpersonal, civic, self-control and strengths attuned to connections with the larger universe in which we live and make meaning.</span><span style="font-family:times new roman;"><br /><br />Do you have a cluster of strengths related to the acquisition of knowledge? Strengths that fall under this category include creativity, curiosity, judgment and open –mindedness, love of learning and mastery of providing perspective. Courage is the category of strength that includes bravery, perseverance, honesty and zest. Humanitarian interpersonal strengths include the capacity to love and be loved, coupled with kindness and social intelligence. Commitments to building community involve the civic strengths of justice, teamwork, fairness and leadership.<br /><br />Temperance, as a strength, modulates and works against excess and includes the value set of self-control, prudence, modesty and humility, as well as forgiveness and mercy. Finally, strengths that help us transcend and find meaning in the larger universe include appreciation of beauty and excellence, gratitude, hope, humor and spiritual consciousness, supported by faith or purpose. Wouldn’t it be great to know what your character strengths and values are? Such self-knowledge enables one to be clear about personal and professional contributions to the nursing care enterprise.</span><span style="font-family:times new roman;"><br /><br />Once upon a time, you could take the brief version of the Character Strengths profile for free. A recent visit to the VIA Institute on Character revealed they no longer offer that service as an option. However, they do have a number of free <a href="http://www.viacharacter.org/Library/Resources.aspx">resources</a>. Check out the <a href="http://www.viacharacter.org/Research.aspx">research</a> studies. Perhaps the most useful resource is "<a href="http://www.viacharacter.org/Practice/Exercises.aspx">340 Ways to Use VIA Character Strengths</a>." As you consider some of the suggestions about using and developing your strengths, share your plans with a friend or colleague, and invite them to develop their strengths. Contemplate how development of your individual strengths contributes to your leadership in the greater community where you live and work!</span><span style="font-family:times new roman;"><br /></span><span style="font-family:times new roman;"><br /><span style="font-size:85%;">For <span style="font-style: italic;"><a href="http://www.reflectionsonnursingleadership.org/">Reflections on Nursing Leadership</a>,</span> published by the Honor Society of Nursing, Sigma Theta Tau International.</span></span><br /><br /></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-306563350071445392010-04-07T19:19:00.006-04:002010-06-04T15:57:09.992-04:00What is MOJO? And have I lost it?<span style="font-size:100%;"><span style="font-family:times new roman;"><br />Not very long ago, I thought I had lost my MOJO. So I was really excited to read <a href="http://www.marshallgoldsmithlibrary.com/">Marshall Goldsmith’s</a> latest book, <a href="http://www.mojothebook.com/"><span style="font-style: italic;">MOJO: How to Get it, How to Keep It, and How to Get It Back When You Need It</span></a>. I really enjoyed reading this book, and I gained new insights into myself and people with whom I work. I now believe I understand and know how to better self-manage the four keys to MOJO—identity, achievement, reputation and acceptance.</span> <span style="font-family:times new roman;">Goldsmith defines MOJO as “the positive spirit toward what we are doing now that starts from the inside and radiates to the outside.” He and his team have actually developed a <a href="http://www.mojothebook.com/2010/02/take-the-mojo-survey/">MOJO Survey</a> to help people discern their level of MOJO, which is defined in terms of short-term satisfaction (happiness) and long-term benefit (meaning). The results of the survey make explicit the dynamics of a person’s relationship to any activity. The categories are: surviving, sacrificing, succeeding, stimulating and sustaining.</span> <span style="font-family:times new roman;">How do you recognize people with MOJO? People with MOJO take responsibility, move forward, run the extra mile, love doing it, appreciate opportunities, make the best of it, are inspirational, grateful, curious, caring, have zest for life and are awake! In contrast to MOJO, there is NOJO, which is defined as “that negative spirit toward what people are doing now that starts from the inside and radiates outside.” People with NOJO play the victim, march in place, are satisfied with the bare minimum, feel obligated to do it, tolerate requirements, endure it, are painful to be around, are resentful, uninterested, indifferent, Zombie-like and asleep.</span> <span style="font-family:times new roman;">Goldsmith makes a distinction between professional MOJO, which is powered by the ingredients of motivation, knowledge, ability, confidence and authenticity, and personal MOJO, which is powered by happiness, reward, meaning, learning and gratitude. He has even developed a <a href="http://www.mojothebook.com/about-mojo-book/#exactline">MOJO scorecard</a> for people to track and rate their MOJO, based on the activities in which they engage every day. This is a very revealing exercise, if you decide to do it!</span> <span style="font-family:times new roman;">Finally, he provides people with a MOJO tool kit comprised of strategies and techniques as well as principles and practices. These strategies help in the management and development of one’s identity. There are also clues and tips about how best to support achievement and reputation. Finally, the advice and wisdom about accepting change and influencing what you can while letting go of what you can’t change was significant and resonated with me. So, now I am on a MOJO recovery program and that positive inner spirit is beginning to radiate outward once again!</span> <span style="font-family:times new roman;">Thanks, Dr. Goldsmith!</span><br /><br /><span style="font-size:85%;"><span style="font-family:times new roman;">For <a href="http://www.reflectionsonnursingleadership.org/"><span style="font-style: italic;">Reflections on Nursing Leadership,</span></a> published by the Honor Society of Nursing, Sigma Theta Tau International</span></span> </span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-7795931674905392062010-03-08T12:52:00.008-05:002010-06-04T15:56:01.966-04:00Transforming and creating the future of learning in nursing<span style="font-size:100%;"><span style="font-family:times new roman;"><br />A number of significant studies are emerging about the need to transform nursing education. One recently published study is the Carnegie report titled <a href="http://www.carnegiefoundation.org/elibrary/educating-nurses-highlights">Educating Nurses: A Call for Radical Transformation</a>. Another activity that is taking place is the <a href="http://www.iom.edu/Activities/Workforce/Nursing.aspx">Robert Wood Johnson Foundation Initiative on the Future of Nursing</a>, at the Institute of Medicine. I plan to keep up with the developments of these initiatives and am anxious to see what evolves. Consider bookmarking the link for the <a href="http://community.rwjf.org/t5/Future-of-Nursing-Blog/bg-p/IFNBLOG">RWJF initiative</a> to your favorites list or visit the initiative’s <a href="http://community.rwjf.org/t5/Future-of-Nursing-Blog/bg-p/IFNBLOG">blog</a> periodically. Better yet, engage in the dialogue and conversation.<br /><br /></span><span style="font-family:times new roman;">Any transformation or “future-casting” of nursing needs to be framed within the greater context of the anticipated forces that will affect education. If you have not yet explored the <a href="http://www.kwfdn.org/map/">Map of Future Forces Affecting Education</a>, visit this Web site and think about how these predictions might influence and impact the reforms called for in the RWJF and Carnegie initiatives.</span><span style="font-family:times new roman;"><br /><br />The map was developed by the KnowledgeWorks Foundation in collaboration with the <a href="http://www.iftf.org/">Institute for the Future</a> to stimulate conversations and prompt foresight, insight and action among stakeholders concerned about the future of education. The map has been described as a “conversation catalyst” or “thinking tool” to stimulate scenario development and storytelling about possible futures in the world of education.<br /><br /></span><span style="font-family:times new roman;">The future-forces map outlines possible developments in five areas: 1) Family and community; 2) markets; 3) institutions; 4) education and learning; and 5) tools and practices. Each of these areas is cross-referenced or cross-impact-analyzed against six drivers of change that are predicted to impact developments in education.<br /><br /></span><span style="font-family:times new roman;">The change drivers are: 1) evolution and expansion of a grassroots economy; 2) emergence and ongoing development of smart networking, social networking and connecting technologies; 3) positive and negative opinions, played out in a global media configuration, that simplifies complex issues; 4) tension and polarity between a health or illness orientation; 5) impact and influence of urban versus rural living environments; and 6) merging and integration of physical and digital information through connective media and social networks.<br /><br /></span><span style="font-family:times new roman;">Consider the elements of KnowledgeWorks Foundation’s “<a href="http://www.futureofed.org/forecast/">2020 Forecast: Creating the Future of Learning</a>.” Attention to the Map of Future Forces Affecting Education requires effort, curiosity and a commitment to understand future forces that will shape and influence policy, practice and education reform among those invested in transforming and creating the future of learning in the nursing profession. With so much attention and creative thought being generated about transformation in nursing, it is clear that changes are inevitable and creative mindsets will be needed to see us through.</span><span style="font-family:times new roman;"><br /><br />For <span style="font-style: italic;">Reflections on Nursing Leadership,</span> published by the Honor Society of Nursing, Sigma Theta Tau International.</span><br /></span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-2478082520704110208.post-66719102934741181422010-02-08T15:40:00.004-05:002010-06-04T15:55:32.425-04:00Knowledge complexity and the complexity of knowledge<span style="font-size:100%;"><br /><span style="font-family:times new roman;">The Honor Society of Nursing, Sigma Theta Tau International was founded on the conviction that knowledge, learning and service are essential ingredients to professional growth, development, satisfaction and well-being. Knowledge supercedes data, evidence and information. Data leads to information, information is transformed into knowledge, and making meaning of that knowledge leads to development of philosophy and wisdom. Hopefully, wisdom supports sustainability and the greater good. My ideas about knowledge complexity and the complexity of knowledge have been greatly influenced by the work of Verna Allee.</span><br /><br /><span style="font-family:times new roman;"><a href="http://www.vernaallee.com/">Verna Allee</a> has skillfully integrated all of these dimensions about knowledge into what she calls the Knowledge Complexity Archetype/Framework. I enjoy exploring Allee’s <a href="http://www.vernaallee.com/VA/KM-library.htm">Knowledge Management Library.</a> Her masterful synthesis of a variety of models and theories enables one to appreicate how knowledge and learning modes are connected to action and performance. I think the knowledge complexity archetype expands and deepens our notions about knowledge, learning and, ultimately, service. I am not sure the founders of the honor society fully realized the depth and breadth of their vision when they dedicated themselves to knowledge, learning and service as fundamental values for the community they intended to create.</span><br /><br /><span style="font-family:times new roman;">Each of the dimensions or levels in Allee’s Knowledge Complexity Archetype requires a different mode of learning and has a different action and performance focus, as well as a variable time perspective. For example, data gathering requires instinctual sensing and learning with moment-to-moment attention and awareness. Information requires attention to single-loop learning and involves procedural adherence. Double-loop learning is required for doing things the best way because self-conscious reflection is required. Beyond knowledge, meaning-making becomes important in the context of relationships and trends, so communal learning is fostered. Communal learning fosters self-organization and development of philosophies that support pattern recognition, creativity and generative learning in service of a greater sense of community.</span><br /><br /><span style="font-family:times new roman;">Perhaps, you are curious enough to study the <a href="http://www.vernaallee.com/knowledge_management/Knowledge_Complexity_Framework%28c%29_Easy_Ref.pdf">Knowledge Complexity Framework Easy Reference Chart</a>. As you do, ask yourself the following questions: </span><br /><br /><span style="font-family:times new roman;">Where on the knowledge complexity archetype do I spend most of my time and attention? </span><br /><span style="font-family:times new roman;">What learning mode is most comfortable for me? </span><br /><span style="font-family:times new roman;">Do I spend time gathering information and conforming to standards trying to do something in the most efficient way or am I wanting to do it the best way? </span><br /><span style="font-family:times new roman;">How do I understand what promotes or impedes effectiveness? </span><br /><span style="font-family:times new roman;">Do I generally see where an activity fits into the whole picture? </span><br /><span style="font-family:times new roman;">How does my learning influence my sense of integrity and purpose management? </span><br /><span style="font-family:times new roman;">When do I take time to reflect and consider all the complexities of knowledge in the greater contexts of universal understandings?</span><br /><br /><span style="font-family:times new roman;">I think the knowledge complexity archetype is a useful tool for reflecting on how best we engage in practice, education and research, and how each of these contexts can benefit from a deeper understanding of the complexity of knowledge. I am very grateful to Verna Allee for expanding my understanding and challenging me to think about all of these complexities.</span><span style="font-family:times new roman;"></span><br /><br /><span style="font-size:85%;"><span style="font-family:times new roman;">For <a href="http://www.reflectionsonnursingleadership.org/"><span style="font-style: italic;">Reflections on Nursing Leadership</span></a>, published by the Honor Society of Nursing, Sigma Theta Tau International.</span></span><br /><br /></span>Unknownnoreply@blogger.com0