ABSTRACT
A quality improvement process was implemented within a large, tertiary healthcare organization to develop and implement a roundtable culture as part of a fatigue risk management system focused on mitigating nurse leader fatigue and stress. Strategies to form trusting collaboration and reduce leader attrition were initiated and assessed for effectiveness. Results show measurable decreases in reported levels of stress and attrition. Acute, chronic, and persistent fatigue continue to challenge those in leadership roles.
Subject(s)
Fatigue/prevention & control , Nurse Administrators/psychology , Nursing Care/organization & administration , Quality Improvement/organization & administration , Tertiary Care Centers/organization & administration , Adult , Aged , Female , Humans , Male , Middle AgedABSTRACT
This article describes how an acute care organization in Texas, a peer review mandated state, created a nonpunitive peer feedback structure and process for nursing staff. Strategies were targeted to improve patient outcomes. A peer feedback committee designed, implemented, and evaluated the feedback model to coexist with the state-required formal peer review committee structure. Peer feedback provided opportunities to advance skill development, enhance quality improvement, improve patient outcomes, and support a culture of safety within the healthcare environment.
