.
Create a script for the triage nurse in welcoming the patient
Assign a volunteer to welcome patients to the hospital
Compare desired outcomes with national and state standards
Write a letter of apology to each dissatisfied patient
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Leading an interdisciplinary team looking at the remote cardiac monitoring process
Sponsoring a meeting with the monitor technicians to understand their barriers in the cardiac monitoring process
Flow mapping the admission process of the remote cardiac-monitored patient
Editing the policy for the remote cardiac monitoring process
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The CNL discusses with the physician the rationale for discontinuing cardiac monitoring in the hospice patient
Drawing the scheduled cardiac enzymes every 8 hours
Reviewing the patient care guidelines and protocols related to hourly rounding
The CNL balances both the charge role and the preceptor role simultaneously
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Age
Systolic blood pressure
Liver dysfunction
Current smoking
Diabetes mellitus
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Challenging the guidelines on primary prevention of ischemic stroke written by the American Stroke Association
Gaining an understanding of how DVT prophylaxis is initiated on each stroke patient on your unit
Developing an organization-wide educational program on DVT prophylaxis
Developing a unit-based team of nursing personnel to investigate the problem
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Hospital length of stay
Time of discharge order for all medical patients to the actual time the patient left
Number of discharge orders on your unit entered before 11 a.m.
Total number of discharged patients leaving by 11 a.m.
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A reminder to save and sign your admission assessment
A visual red alert when a patient’s potassium is 6.8 mEq/L
A pop-up to initiate the discharge instruction sheet with every physician discharge order
An electronic nursing care plan
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Microsystem
Mesosystem
Macrosystem
All of the above
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A department-wide program focused on improving continuity of care and patient satisfaction
Trending the postoperative care on all surgical units
The clinical and business processes of a single unit within an organization
All medical and surgical units guided by a chief nursing officer
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The organization financial statement
The target population and age distribution
The percentage of full-time equivalents (FTEs)
Rate of nosocomial infections
Fall rates
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Implement hourly rounding
Gain an understanding of patient care practices on the telemetry unit
Assign patient personal alarms to all patients at risk
Revise the current fall risk documentation form
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A behavioral health APRN
A staff nurse
A physical therapist
The nurse manager
All of the above
Only A, B, and D are needed
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A thorough review of the clinical unit
The manager’s mandate for change
The alignment with the organization’s strategic priorities
Input from the patient’s family
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A review of an online ECG monitoring education program
Identifying a clinical issue with a focus on a specific population
Conducting a trend analysis of outcome data
Analyzing barriers and facilitators with the organization
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A visual signal on all ports not intended for intravenous drugs
A double-check system for medication administration
To facilitate a critical incident reporting structure that fosters a “without blame” unit culture
All of the above
Only C
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Knowledge of sepsis guidelines
Critical care clinicians staffing ratios
Use of clinical decision support systems
Differentiating sepsis from systemic inflammatory response syndrome (SIRS)
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Sharing the latest clinical research
An understanding of expected and actual outcomes
Defining the purpose of CDSS
Exploring challenges, risks, and benefits
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The effects of each failure
The potential cause of each failure
Process mapping
Specific defects and delays in the medication administration process
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Directly observe the intravenous line insertion process and time each step of the process
Create a workflow diagram tracing the path of the nurse during the line insertion process
Engage the IV team to reeducate the nurses
All of the above
A and B
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The patient
The clinician
Documentation
None of the above
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