The Grandparent Solution : How Parents Can Build A Family Team for Practical, Emotional and Fiunancial Success

x + 946 hlm., 23 cm

Change management in health care and mental health nursing

Since Nightingale implied that progress was inherent in good nursing, change has slowly but surely accelerated to a frenetic pace in health care and to a degree in nursing. However, the healthy progress and implications associated with change in the nursing profession are not as readily embraced as this pace may imply. Rather, embracing change at the core of nursing and health care is a challenge as this is a group who it is suggested are not only resistant but also adept at reinforcing the status quo. Using mental health nursing as an example this position paper addresses the concept of change management, explores the facilitators and inhibitors to explain why change is not effectively managed at times. Further, case studies provided exemplify how change in mental health nursing has occurred and demonstrate how the concept of change management effectively has been achieved. Key strategies for change management are outlined in this article, noting the need to be sensitive to the culture and specifics of that organisation, because change takes place within people rather than within the organisation itself. Part of the challenges and strategies faced in the profession are related to the movement of information and knowledge from the point of research to implementation of evidence-based best practice. Leaders, therefore, should adopt change management principles and strategies, to further drive the developments which have changed mental health nursing over a relatively short period

Women in health academia: Power dynamics in nursing, higher education and research

Power – or the wielding of power – is an in evitable and necessary component of the way organizations function. This is because power forms the basis of “getting things done”, “making a difference”, and achieving outcomes – the common goal of all organizations (Blake & Mouton, 1968; Vine, 2004). Power is further broken down into two types: “power to” or the ability to achieve objectives; and “power over” or the influence one has over the behaviours and actions of others (Hawks, 1991, p. 755)

Women in health academia: Power dynamics in nursing, higher education and research

Power – or the wielding of power – is an in evitable and necessary component of the way organizations function. This is because power forms the basis of “getting things done”, “making a difference”, and achieving outcomes – the common goal of all organizations (Blake & Mouton, 1968; Vine, 2004). Power is further broken down into two types: “power to” or the ability to achieve objectives; and “power over” or the influence one has over the behaviours and actions of others (Hawks, 1991, p. 755)

The mental health plight of unaccompanied asylum-seeking children in detention

Children are at risk of physical and psychological injury due to the escalation of war and conflict across the globe. Consequently, children often become refugees with their families, or worse, alone as orphans. Asylum is sought across a diverse range of nations, sometimes close to home and sometimes far away in nations of different language and cultural identity to their own. Many nations impose incarceration in detention centres, and other interceptive immigration practices on asylum seekers (Dudley, Steel, Mares, & Newman, 2012). As refugees, they may then become forcefully displaced and detained as immigrants in a milieu that may be far from the safe, loving, nurturing environment they require for their development. Indeed, persistent symptoms of psychiatric disorders have been reported subsequent to resettlement (Marshall, Schell, Elliott, Berthold, & Chun, 2005), which highlights the protracted impacts of stress, loss, and trauma that face child asylum seekers

Change management in health care and mental health nursing

Since Nightingale implied that progress was inherent in good nursing, change has slowly but surely accelerated to a frenetic pace in health care and to a degree in nursing. However, the healthy progress and implications associated with change in the nursing profession are not as readily embraced as this pace may imply. Rather, embracing change at the core of nursing and health care is a challenge as this is a group who it is suggested are not only resistant but also adept at reinforcing the status quo. Using mental health nursing as an example this position paper addresses the concept of change management, explores the facilitators and inhibitors to explain why change is not effectively managed at times. Further, case studies provided exemplify how change in mental health nursing has occurred and demonstrate how the concept of change management effectively has been achieved. Key strategies for change management are outlined in this article, noting the need to be sensitive to the culture and specifics of that organisation, because change takes place within people rather than within the organisation itself. Part of the challenges and strategies faced in the profession are related to the movement of information and knowledge from the point of research to implementation of evidence-based best practice. Leaders, therefore, should adopt change management principles and strategies, to further drive the developments which have changed mental health nursing over a relatively short period