1. Delegation is not a new issue in nursing, however, risks associated with such

1. Delegation is not a new issue in nursing, however, risks associated with such remain of problematic concern. Ineffective delegation of basic nursing care can result in poor patient outcomes, potentially impacting quality measures, satisfaction, and reimbursement for the institution (Bittner N., 2019). Forethought must be given to the potential for harm, and the overriding nursing principle, at first to do no harm when such delegation is required. Appropriate experience levels, both in understanding and deliverance abilities must be weighed. Consideration must be paid to a nurse’s ability to have served in similar capacities in the past. Overwhelming young staff nurses can have devastating effects on their morale. Consideration should also be given to the overall patient population with a mind toward acuity as well.
Hospital units are severely understaffed, especially the operating rooms (OR) since it is considered a specialty. Nowadays, many hospitals are implementing a nursing residency program that usually lasts around 9 to 12 months of duration and focuses on different specialties depending on the hospital unit’s demand (American Association of Colleges of Nursing, 2023). Because of the lack of circulators in the OR, managers are assigning new nurses undergoing the residency after barely 3 months of training to perform duties as circulators, which can be dangerous for the patients due to the lack of knowledge and inexperience in a very stressful environment. I believe this will continue to be a hospital issue since many of the nurses are leaving to pursue nursing travel positions that are well-paid.
2. In a successful healthcare environment, effective leadership plays a crucial role in optimizing patient care and improving efficiency. One habit demonstrated by leaders was their holistic approach to problem-solving. Instead of focusing solely on isolated issues, they analyzed the entire healthcare system, considering how various components and processes interacted. This approach allowed them to identify underlying root causes and devise comprehensive solutions that addressed multiple aspects of the problem simultaneously (Smith et al., 2022). For example, when facing the challenge of reducing patient readmissions, a leader would not only investigate individual patient cases but also explore broader factors such as discharge processes, post-discharge follow-up, patient education, and community support (Smith et al., 2022). By examining the interconnections between these elements, the leader could identify systemic inefficiencies and implement strategies that tackled the problem at its core (Smith et al., 2022).
Another useful habit is promoting collaborative decision-making. These leaders fostered a culture of open communication and actively sought input from all members of the healthcare team, including doctors, nurses, technicians, administrators, and even patients (Jones & Brown, 2021). By involving multiple perspectives, they could gain a comprehensive understanding of the complexities within the healthcare system (Jones & Brown, 2021). This collaborative approach can lead to increased information sharing, enhanced problem-solving, and more effective decision-making. For example, when introducing a new electronic health records system, the leader would gather feedback from all stakeholders, encouraging discussions on potential challenges and benefits. As a result, the implementation process becomes smoother, and the system will be better aligned with the needs of healthcare providers, leading to improved efficiency in patient care (Jones & Brown, 2021).
The habits exhibited by systems thinking leaders undoubtedly has a positive impact on patient care and efficiency within the healthcare environment. By addressing problems holistically, leaders could uncover complex issues that would have otherwise remained overlooked. This approach ensured that improvements made were not superficial fixes but long-lasting solutions that truly transformed the care delivery process. Also, by involving all team members in decision-making, leaders created a sense of ownership and commitment among healthcare professionals. This sense of involvement empowered employees to take responsibility for their roles in the system, leading to a more engaged and motivated workforce.