The history of the First Nations people. By

The
purpose of Canada’s health care system is to delivery inexpensive and high-quality
health care to Canadians across the country (Kelly & Quesnelle, 2016). This
health care system proves to be successful in many ways, including the steady
rise of the country’s life expectancy (Statistics Canada, 2016). However, some minority
and low income populations in Canada experience drastically variant health
results due to the lack of adequate resources, and the health inequality that
is still present in Canada (Kelly & Quesnelle, 2016). In particular, the
health of First Nations people in Canada continues to be disproportionately
substandard in comparison to the general population (Tang & Browne, 2008).
Complications in sufficient health care in rural and remote locations, combined
with a long history of oppression in Canada, have put First Nations people at a
disadvantage in regards to their health care experiences. Initiatives and
organizations such as The Aboriginal Diabetes Initiative aim to provide
Aboriginals with the high-quality health care that Canada promotes (Kelly &
Quesnelle, 2016). However, the substandard care is still not acceptable. Through
government and community collaboration, the inequalities in health care
experienced faced by First Nations people can be minimized.

With
a group of nurses and professionals, and the help of this board, we plan on
opening a family health centre in Cowichan, BC. Cowichan is an Indian Reserve
located in South of Vancouver Island with a population of 2,068 people
(Statistics Canada, 2017). With the average annual income of the reserve being
nearly 60% less than the national average, low-income families often lack
access to health education and an efficient, holistic health care experience
(Statistics Canada, 2017). Rightfully named Cowichan Family Health Centre
(CFHC), the clinic would be dedicated to providing high-quality health care to
the people of Cowichan, with a special commitment to respecting the culture and
history of the First Nations people. By integrating our conventional,
evidence-based Western health care practices with the holistic approach of
Indigenous cultures, our clinic will provide the First Nations people with a
safe and respectful health care environment (McNally & Martin, 2017). With
a team-based and patient-centered approach to the health care experience, we
hope to foster an environment of exceptional care, compassion, and mutual
respect. With a significant focus on staff empowerment and improvement, our
clinic aims to promote growth, leadership, and collaboration among the
employees of CFHC. Our mission statement is as follows:

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At Cowichan Family Health Centre,
we intend to provide high-quality and timely health care to all citizens of the
Cowichan region. By integrating and respecting traditional holistic health
practices of the First Nations people with conventional evidence-based health
practices, we hope to become a leader in the health care experience of First
Nations people in Canada.

Through
all aspects of our organization, from our organizational structure to our staff
empowerment practices, to our conflict resolution strategy, we aim to provide
patients with the best experience possible and promote staff satisfaction.

The
Cowichan Family Health Centre is comprised of employees in Finance and
Operations, Physicians, Nurses, Team Leaders, and a CEO. Split into numerous
units, the flat organizational structure allows for team collaboration and
active communication among levels. Additionally, with fewer management tiers, staff
are given the opportunity and authority to make important decisions and grow as
leaders (Kelly & Quesnelle, 2016). I plan on heading the nursing teams
(indicated in pink below) by promoting teamwork and targeting mutual goals and
achievements.

Leaders
and managers direct their employees and ensure that their unit / organization
runs smoothly (Kelly & Quesnelle, 2016). The goal of a leader is to
encourage positive change and growth. To empower their followers, leaders
provide and promote shared objectives and direction. Managers, on the other
hand, handle the operations behind each team and ensure their subordinates do
their jobs effectively and efficiently (Kelly & Quesnelle, 2016). As the
Nursing Team Lead, I plan to function as a leader to the various nursing
department teams. Leadership involves a complementary relationship between the
leader(s) and the follower(s), and therefore should be built upon mutual
respect and open communication (Kelly & Quesnelle, 2016). To function as an
effective leader, I need to develop a number of skills and characteristics in
order to build this respect, encourage open communication among the nurses, and
empower all employees of Cowichan Family Health Centre (Kelly & Quesnelle,2016).
Bennis and Nanus outline three attributes generally common to leaders. First,
it is essential to form clear, shared goals and a vision statement that
promotes positive growth and direction (Kelly & Quesnelle, 2016). With the
flat organizational structure of CFHC, this step is crucial to the development
and success of our teams. Having a clear vision statement allows for consistent
decision making, as all employees strive for the same goals (Kelly & Quesnelle,
2016). To be an effective leader, I plan to make our mission statement and
goals clear to all employees and use them as a constant reminder of our purpose
as nurses and employees. The second fundamental quality of effective leadership
is a passion toward the shared goals and vision outlined previously (Kelly
& Quesnelle, 2016). In order to lead employees, it is essential that a
leader can see the big picture and understand the positive effects they can
have on patients, fellow employees, and the health care system as a whole
(Kelly & Quesnelle, 2016). As a leader, I aim to inspire the nurses working
with me by providing clients with the best care possible and rewarding
contributions that go above what is generally expected of a nurse.
Additionally, demonstrating passion toward the recovery of patients allows the
patient and their family to be confident in their care and to continue to live
their best lives (Kelly & Quesnelle, 2016). The final quality is integrity.
Through self-knowledge and empowerment, honesty and communication, and
maturity, effective leadership is possible. This important attribute is
developed through reflection and feedback of our past experiences. With
experience and growth and by acknowledging my strength and weaknesses, I plan
to develop the notion of integrity in all aspects of my life (Kelly &
Quesnelle, 2016). Bennis and Nanus (1985) clearly outline these three key
attributes of a leader. In addition to these, leaders often share
characteristics including self-confidence, persistence, fearlessness,
competence, communication skills, and intelligence (Kelly & Quesnelle, 2016).
Developing these skills is critical toward developing an effective team
structure and organization. I plan to develop my skills as a leader with
experience and through the feedback of my peers, the nurses I work with, and
our patients. By initiating personal growth and development, I can advance my
own leadership skills.

Developing
effective leadership skills will allow me to focus on promoting empowerment
among my team members and employees. Promoting personal growth is essential in
a leadership position. However, it is equally essential to motivate and inspire
staff members towards their own personal growth and empowerment (Spencer &
Mclaren, 2017). Empowerment is a critical portion of leadership.
Self-empowerment takes place when individuals utilize their various strengths
and weaknesses to take charge and promote improvement in their roles.
Self-empowerment is the understanding that one has the power to make a
difference and provide better care to their patient (Kelly & Quesnelle,
2016). It is important for leaders to be self-empowered, for then they can
encourage the self-empowerment and growth of their team members. Additionally,
empowered and satisfied nurses increase client satisfaction through their
improved engagement and through recognizing their crucial role in the patient
experience (Kelly & Quesnelle, 2016). The direct positive connection
between employee empowerment and health care quality has been proven and
supported numerous times by many researchers (Laschinger et al., 2009; Purdy et
al., 2010; Cho, Laschinger & Wong, 2006; Simpson, 2009). Using multiple
resources including clinical studies and the Nurs 432 textbook, I have
collected a number of effective strategies aimed to empower the nurses and
staff members on my team. First, by employing a participatory style of
leadership within my team and the CFHC, instead of an authoritarian style,
employees will feel self-assured and valued in their decision making and feel
comfortable in informal leadership roles (Spencer & Mclaren, 2017; Kelly
& Quesnelle, 2016). The entire organizational structure of CFHC is built to
promote inter-tier collaboration. By having an informal and balanced
organizational structure, the teams can feel comfortable communicating their
grievances and concerns among ranks. Additionally, team members will feel
empowered and possess sufficient competent to take on leadership roles among
their teams (Kelly & Quesnelle, 2016). Another strategy I intend to employ
is a team-based approach to interprofessional care. With specialized physicians
and nurses on staff, teams should work together toward quality health care for
our patients (Kelly & Quesnelle, 2016). Additionally, with clear roles and
a collaborative environment, employees will feel empowered in the improvements
to care that results and have the chance to learn from different disciplines
and specialties (Kelly & Quesnelle, 2016). Another important strategy I
plan to employ to encourage empowerment among staff includes promoting the free
flow of information. This strategy is closely aligned with the organizational
structure formerly mentioned. Utilizing a flat organizational structure is
essential in improving the flow of information (Kelly & Quesnelle, 2016).
To promote inter-tier and inter-unit collaboration and communication, I intend
to hold weekly meetings with all teams and management levels present. Before
these meetings, staff will have the chance to bring up any grievances and
concerns afflicting them that they want to address. By planning and
communicating the goals and purposes of each meaning, members can all
participate and encourage positive change (Kelly & Quesnelle, 2016).
Additionally, by requiring teams and management / organizational tiers to collaborate,
communicate, and debate on an equal level, employees can feel empowered and a sense
of teamwork is encouraged (Kelly & Quesnelle, 2016). Along with this,
another method to empower staff members is the continuous feedback from team
leads, fellow employees, and patients. Not only does this contribute to the
development of employees, but feedback can allow employees to reflect on their
achievements and mistakes to improve (Bell, 2014; Khowaja & Gul, 2014). At
CFHC, team leaders will act as mentors toward employees. With monthly meetings
between team leaders and individual employees, they can reflect on their
personal and professional goals and objectives and consider feedback from their
fellow employees and patients. By providing a constant line of communication
and feedback between employees, team leaders, and patients, CFHC will improve
in the patient care experience and in staff satisfaction (Bell, 2014; Khowaja
& Gul, 2014). The final strategy I will use to empower staff members is the
promotion of education and personal growth. Through support services to promote
further education, such as support for pursuing specialties through the CNA
certification, I aim to empower staff to continue learning and growing as
workers and people (Kelly & Quesnelle, 2016). Additionally, by opening an
internal leadership development unit, elucidated further below, we can
encourage self-empowerment, growth and improvement, and a higher quality health
care experience among our staff.

Training
and development opportunities are critical to the empowerment of staff. Within
the Cowichan Family Health Centre, I intend to run a leadership training unit
for nurses and physicians on site. There are numerous benefits of staff
education and leadership development. Although staff education can be costly,
the return on investment of training and development programs is transparent.
Staff education contributes to employee loyalty and minimizes staff turnover.
When staff members grow personally and professionally, they feel encouraged and
empowered as employees (Gesme, Towle, Wisman, 2010). This positively
contributes to employee morale. In an environment that promotes learning and
development, employees will feel valued by the company. This rise in employee
satisfaction echoes into the patient experience (Gesme, Towle, Wisman, 2010).
Patients benefit from the increase in employees’ self-empowerment,
self-confidence, and job competence. Employees feel important and valued when
their organization promotes an environment that fosters growth and education.
This leads to an improvement in employees’ self-concept, nurse and physician
satisfaction, and the patient experience (Gesme, Towle, Wisman, 2010). This is
the objective of CFHC’s leadership training unit. Along with empowering and
encouraging staff, this unit will benefit patients and the Centre as a whole.
The unit will function as follows:

The CFHC Leadership Development
Unit will provide employees at all management levels with a current and
relevant in-house training system. Two identical 1-hour sessions will be run on
Tuesday and Thursday, biweekly, headed by the Leadership Development Team. Each
training session will focus on a different aspect of leadership development.
From promoting the free flow of information and effective communication to team
building exercises to encouraging effective dispute resolution, these
leadership training sessions are open to upper-management, physicians, nurses,
administration staff, and any other staff members. Staff members are greatly encouraged,
but not required, to regularly attend these sessions.

Opening
this unit up to all management levels allows for teamwork and a feeling of mutual
success among all employees. Additionally, this allows for interprofessional
learning as employees in different positions, management levels, and
specialties can learn from one another. By running the sessions twice, biweekly
on two different days, this allows for better availability for most staff
members and promotes a rise in attendance.

As
a leader, it is so important to develop conflict resolution skills. Within
CFHC, there will be ample opportunities for disagreement, and therefore much
potential for conflict. From personal conflicts to disagreements in resource
allocation to unhealthy competition, divergence in goals and objectives can
cause disputes (Kelly & Quesnelle, 2016). A common source of conflict for
nurses, in particular, is from disagreements in resource allocation and
administrative disparities. Consider a scenario where two nurses have a heated
disagreement in the hallway over the ordering of supplies for our Centre. An
effective leader needs to handle this conflict promptly and effectively. There
are various strategies in encouraging effective conflict resolution. The main
methods in handling disputes include avoiding, accommodating, competing,
compromising, negotiation, collaboration, and confronting (Kelly &
Quesnelle, 2016). Each method has a different place in the team experience,
though some may be more advantageous than others based on the scenario and the
perceived objectives (Kelly & Quesnelle, 2016). When scenarios such as the above
disagreement arise, I plan on using a combination of the collaboration and confrontation
technique. As the scenario takes place in a hallway in the centre, the most
present goal needs to be deescalating the conflict. Through confrontation, the
conflict can be shut down as it starts. The advantage of this is that it
doesn’t allow the conflict to inflate and erupt in front of patients and other
staff members (Kelly & Quesnelle, 2016). This ensures quick action toward
deescalation. However, this can also shut down staff communication, as
employees may feel that their opinion isn’t welcome if it diverges from the majority
(Kelly & Quesnelle, 2016). To combat this disadvantage, I would promote
collaboration following the dispute. Just confronting or shutting down the
conflict often does not result in positive change. Collaboration, on the other
hand, promotes teamwork as the two employees work toward the same objective: to
develop an optimal supply ordering system (Kelly & Quesnelle, 2016). In
summary, by using a combination of conflict resolution techniques including
confronting followed by collaboration, I can assist the nurses in the initial
deescalation of the conflict and then promote teamwork as the nurses work
toward a shared goal.

The
Cowichan Family Health Centre aims to be a leader in the health care experience
and plans to provide patients with a high-quality and timely health care
experience. To follow our mission statement, we plan on employing a strategic
organizational structure, continuous and encouraged leadership development,
planned empowerment tactics, and effective conflict resolution. We aim to help
all citizens in the Cowichan region and with the numerous strategies utilized,
we can make this happen.

 

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