Management and Leadership (ML) Reflection in Nursing

way and Leadership (ML) Reflection in NursingDescription of the incident / pricy missThe incident occurred in a thrill centre that provides nurse superintend and bide for 20 young people with a strong-arm dis cleverness (YPD) and 65 older people. The settlement consists of four individual social units cardinal dementia, one residential and one YPD providing care for people with more antithetical conditions. Staff turn over allocated to individual units but is expected to cooperate out in other than allocated units when necessary. One member of cater had a terrible attitude towards make uping/helping out in one of the dementia units and refused to do so when delegated to mold there. This led to a intriguing situation that could cause risks link to concisely catering airs.The analysis relates to the key elements of competency Management and Leadership (ML)The situation was critical to me because it undermined safeguarding pr encounterice, affected squadwork concep t and disorganised work causing workload difficulties. It was linked with factors that could affect prophylactic and scram risks to guests ( ML 1.13) and therefore as a leading member of round I had to take action by organising work and co-ordinating duties by prioritising of necessity (ML 1.1).According to the company regulations both dementia units should down daily nominal 5 care and 1 trained staff and 4 +1 in the other two on duty. When all staff turn in at work on the incidents day had been checkered the residential unit turned out to be overstaffed (5+1staff).I contain decided to take advantage of this hazard and utilise available clement resources in order to provide care for the clients in my unit (ML 1.5 1.6) and delegated a member from the over staffed unit to help us.It was obvious to me that I had to act non-judgementally to ensure equality and fairness towards all clients (ML 1.6) by allocating adequate cast of staff for each unit.The refusal to help in dem entia unit was make by fear to work in an unknown environment. unless the members of staff on duty working in the unit that was condensed were go through and well organised workers. The delegated member of staff who denied to help was explained that she could pull in from joining the experienced team and encouraged to learn more virtually dementia affected clients necessarily and how influence the clients outcomes (ML 1.3 1.15).FeelingsKnowing the group of clients in dementia units from my own experience their needs and limited abilities to act for themselves, I felt obligated to act for them. As a leading, trained staff I had the duty to ensure the patients right to be cared appropriately was met and the power to organise and set up work. It was a earnest opportunity to point out questionable behaviours that had potential advantages for the improvement of quality of care in the Home. Also the incident gave me the chance to show recognition to the experienced members of th e team by asking to guide the freshly (in the unit) colleague.EvaluationThe ability to re-organise work in one unit, so that we could attempt to manage to work in the short staffed unit without calling agency or depone staff was a positive aspect. Awareness of the workload and the routine of work in the dementia units allowed me to think about what to do and how to do it. My principal(prenominal) aim was to ensure our clients were safe and looked after appropriately. As soon as I generate noticed that one unit was overstaffed I have decided to delegate one of their members to work with us. This might have been devout in relation to co-ordinating work and the use of available resources but on the other hand it could have as well caused the incident. I intend the delegation effectively but the implications of the delegation of duties could have been explained first. Before co-ordinating and designate I could have taken 5-10 minutes to explain to the delegated member of staff th at she go out work with an experienced team where support will be provided and that she could gain new experience and knowledge that she may well improvement from in the future.Nevertheless, I simply presumed that the perception of the situation was the same for everyone. I did not consider the timberings or experiences of the member of staff that was meant to be transferred to our unit for her shift.Once the situation was explained and an informal verbal warning was given to the non-cooperative carer she changed her sagaciousness and came to work with us.AnalysisKey system policies for Scottish Social wangle ( flavour Compliance Systems, 2014) include amongst others Safeguarding Arrangements and their reports, for example State of care 2013/14 ( mete out Quality Commission, 2013/14), demonstrate that lack of staff is one of the most common reasons for safety issues.Reporting of Injuries Diseases and Dangerous Occurrences Regulations (RIDDOR) state what types of incidents/accid ents have to be reported for encourage investigations (Health and Safety Executive, 2013). Although the described incident was classed as non RIDDOR reportable it had to be managed flat in relation to Patient Safety and Quality Improvement get along of 2005 (The Agency for Healthcare Research and Quality, 2008)Cartey and Clark (2010) claim that bearing in brainpower the patients right to be cared appropriately in a safe environment by adequate number of qualified and or purposely trained staff is enshrined at heart the constitution needs to go along with an consciousness that care workers face many challenging situations that bay window affect their performance and at the same time the patients safety.Care staff deliver the majority of hands-on nurse care but all too often they are perceived by superiors as numbers and therefore it can be difficult for them to feel motivated, maintain high morale and values and play a good business office in a team. It is expected that they are responsible (the swear out user needs to feel secure in the knowledge that they will be responsibly looked after), supportive, compassionate, respectful towards each other and the service users, sensitive, understanding and having good people- skills. However for this to be achieved they need to be led by good examples (Bertucci, 2006).The ideal example should according to Storey and Holti (2013) use a concept that is no exclusive to or within leadership. Therefore, mixing trouble styles e.g. autocratic command and control based to delegate duties effectively, organise and co-ordinate work with the ability to motivate and bring out the best in staff by communicating and sharing the mission and building partnerships within organisation ( democratic) is critical (Schein, 2010).Sims (2002) underlines the need for change in commitment to teams and teamwork where client centred and willing to focus on the customer needs attitude is seen as the key element. Teams are perceived as combined and unceasing efforts of everyone combat-ready in care including not only healthcare givers and receivers but likewise excogitationners (Walburg and Bevan, 2005).Alas, teams that are cohesive, productive do not happen by accident. The Care Quality Commission (2013/14) reports show that appropriate use of available valet resources is a longstanding concern that affects the quality of care in nursing causing many issues.Therefore staff should be encouraged to work together even if they disagree or have different opinions in order to work out ways to resolve conflicts (Mickan, 2005).Explaining the idea of working in the unknown unit changed the attitude of the uncooperative carer. The mixed admittance might have been more time consuming compared to a uninterrupted commanding but proved to work well. The approach used on that day helped to identify the cause of the problem, subjugate risks related to it and motivate the team which had a positive effect on personal devel opment.Should there be a just one style e.g. traditional instruction used, where the management is known to exercise power, fear and follow without question attitudes (Colins, 2001), the incident could have turned out from a near miss to a secure safety issue.ConclusionIf the Manager would have paid more oversight to developing and leading teams that work well together for the home as a whole prior to the incident, there would be no issue with working in other units and work could be co-ordinated and prioritised on the day of the incident in a different way.However, the incident made me crap that without my initiative to seek help from other units our clients would be put at risk and treated unfairly. This gave me the strength to use all my powers to mitigate the risks related to staffing challenges and manage the problem as effectively as possible. I knew I had to be strict but at the same time I wanted to act in a sensitive manner to avoid over emotional response that could ha ve caused unwanted effects. What I have learned was to use mixed styles approach in practice.Action planIf a similar situation arose in the future I would lay out the day with a flash meeting explaining the risks and consequences of leaving a unit short of staff to the whole team (all units). I would allow any(prenominal) extra time to make sure we all understand our role as caregivers to be flexible and accommodating that enables us to deal with different types of patients with greater ease.Then I would re-organise staff in units depending on the teams and needs of each unit choose one inexperienced or new member of staff to work in the unit that would be short and explain that this is learning by doing day and offer my personal support to that member of staff.