OSU Launches COVID Safety Innovation Challenge

OSU Launches COVID Safety Innovation Challenge

As colleges and universities around the country struggle with burgeoning outbreaks of COVID-19, students at Ohio State University are trying to find ways to make campus life safer. The Safe and Healthy Campus Innovation Challenge, hosted by OSU’s College of Nursing Center for Healthcare Innovation and Wellness and the Offices of the Chief Wellness Officer and Student Life is accepting student submissions from August 24 through September 7.

The Innovation Challenge is focusing on three key areas:

  • Physical distancing (on- and off-campus student housing, bars/restaurants, etc.)
  • Wearing of face masks/coverings
  • Mental health and well-being

Student innovators are being encouraged to form cross-disciplinary teams to pitch ideas that can be implemented in the OSU community. Winning pitches will receive financial backing and be paired with a faculty or staff mentor. First and Second place projects will be announced on September 21.

College of Nursing Dean and Chief Wellness Officer Bernadette Melnyk commented, “There is a tremendous spirit of innovation at Ohio State, and we know our awesome and creative students can identify new ideas and solutions… that will promote optimal health and well-being for the whole university. They will help us foster the safest and healthiest campus community possible.”

Tim Raderstorf, chief innovation officer for the College of Nursing and co-editor with Dr. Melnyk of Evidence-Based Leadership, Innovation and Entrepreneurship in Nursing and Healthcare, thinks students will prove to be natural innovators: “Administrators and leaders are not usually the best people to solve the problem. The best people to solve problems are the people who experience them firsthand. There’s no better group for us to be reaching out to than students because they know the problems intimately and know what solutions may be feasible for them.”

As the founder of OSU’s Innovation Studio, Raderstorf is speaking from experience. He advised student innovators that “We’re not asking everyone to come to us with a life-altering, game-changing idea. What we’re asking for is the best idea that you have right now. We’re going to try everything within our power to help your ideas rise to the top.”

Visit OSU’s Innovation Challenge for more details.

Nurse Innovators Present Winning Ideas at Hackathon

Nurse Innovators Present Winning Ideas at Hackathon

Nurses are generating a host of innovations to resolve healthcare pain points during the age of COVID. At the Nurse Hack 4 Health virtual hackathon, a project to make telehealth more accessible to rural Americans and a “GPS” that helps hospital nurses quickly locate available equipment were just two of the five winning ideas that emerged from the May meeting of minds.

Some 30 teams of nursing innovators competed in the hackathon, and five winning proposals were chosen by a team of judges from Johnson & Johnson, SONSIEL (Society of Nurse Scientists, Innovators, Entrepreneurs, and Leaders), Microsoft, dev up, and prominent independent nurse-entrepreneurs and leaders. Over the summer, SONSIEL and Microsoft will have business and technical mentoring meetings with the winning teams. The teams presented the following stand-out projects:

Well Nurse (Resiliency and Self-Care category), a peer-to-peer app to help nurses cope with stress, connect with one another, and identify best practices to foster mental well-being. “The end goal is that the application will be not only functional, but a helpful resource for nurses facing mental health challenges,” says team member Charlene Platon. Team members: Chris Caulfield, Charlene Platon, Ahnyel Burkes, Jillian Littlefield, Kathy Shaffer, Kristy Peterson, Natale Burton, Xiaoyun Cong, Anil Punjabi, Laura Deschere.

HearNow (Acute Care Patient Monitoring category) is designed to connect patients and their loved ones at times of social distancing and also accommodates the usual communication issues in acute care. With this system, loved ones can transmit video and audio messages from home that nurses can share when patients are alert and in need of comfort. Team members: Molly Higgins, Kelly Ayala, Sabine Clasen, Rosemary Yetman.

Activate School Nurses (Data and Reporting category) connects short-staffed school system nurses with nursing students to manage school re-openings and maintain and monitor student health data to reduce the danger of further outbreaks. Team members: Joanna Seltzer Uribe, LeAnthony Mathewshttps, Blanca Badgett, Ramona Ramadas, Chris Young, Lacey Sprague, Brian Goldenberg, Pao-Chu Tseng, Pramila Thapa.

Nurse GPS (Patient Care Coordination category) is a technology that provides nurses with the floor and room location of urgently needed equipment. The aim of the project is to reduce delays in obtaining equipment and lessen the danger of infection by making it unnecessary for a nurse to leave and reenter a room multiple times. Team members: Subbu Venkat, Mary Kavalam, Ian Kerman, Julie Gerlinger.

Project Flourish (Remote Patient Monitoring category) seeks to broaden the reach of telemedicine in rural areas and among senior citizens by working around obstacles such as a lack of broadband access and smartphones. Primarily making use of Unstructured Supplementary Service Data (USSD) 1990s-era technology such as Nokia flip-phones, care providers can make contact and receive health data from patients who lack technical literacy and/or present-day devices. Team members: Joshua Littlejohn, Kim Bistrong, Lisa Rickers, Biemba Maliti.

For details about the hackathon, visit the Nurse Hack 4 Health Home page.

Dr. Marion Broome on Leadership in Nursing – Part Two

Dr. Marion Broome on Leadership in Nursing – Part Two

In the second part of the DailyNurse interview with Marion Broome (Ph.D, RN, FAAN), Dean of the Duke School of Nursing and author of Transformational Leadership in Nursing, Dr. Broome talks about what it takes to be a leader, team-building, changing trends in leadership, and more.

Communication is an essential part of the leader’s toolkit

Marion Broome: Communication is number one. It doesn’t mean you have to be super-articulate. I’ve watched people who weren’t incredibly articulate but they use humor, and use humility… I’ll tell you who’s amazing at this is Coach Kay at Duke. He uses humor, and he catches you off-guard while doing an interview, and it makes [a leader] seem so much more human. I have to force myself to do that; I’m not naturally very good with humor, but if I can, I’ve taken the opportunity to do that. It relaxes people almost immediately: “oh, she’s just like me.”

Can you build a team before you’re actually a leader?

MB: Oh, yes! You can. And you probably should, because every course that’s taught, every unit that is managing patients, every community agency that employs staff nurses and cares for families—all of those have very complex challenges to deal with. Everyone sees the challenges in their particular job, and if we each attack it with our own solutions, nothing’s going to happen. But if we together work with other people like us, and say, “have you ever noticed that… Have you ever seen—I have this family, and they do this, and I don’t really know what to do. I’ve tried this and this and this?” And if you get a bunch of nurses around the table, there’s no problem they can’t solve. Because they will all have good ideas.

If you get a bunch of nurses around the table, there’s no problem they can’t solve. Because they will all have good ideas.

There will be somebody in that group—you get into a little group of five or six people, and there will be some natural leadership or organizational strengths that will come forward. Somebody’s always good at taking notes, and somebody else will say “oh, I’ll report out on it.” Some people like to put everything into a chart, you know, that helps everybody see it more clearly. That’s all about team building. And the role of the senior leader lies in pulling those young folks together and saying, “what do you all think?” The leader will be helping to shape, because sometimes in small groups, you’ll get people who try to take over everything—there’s always insecurity driving some of that—and the facilitator, the more formal leader, needs to mentor everybody and make sure everybody is sharing their ideas.

The leader as mentor

MB: The word “mentor” is kind of overused now. You know, I get a lot of requests from people to be their mentor and have learned to ask questions first. I mentor Ph.D and DNP students, which is pretty structured, and early on, you have to figure out a communications style that works for that person, and a work style that works for both me and that person. I’ve learned to say to people, when they ask me to be a mentor, “you tell me; what would you like out of this relationship?” “What’s going to work best for you?” [For example] is it face-to-face meetings? Would you rather talk on the phone? What kind of things do you think you need help with? And how can I be of most use to you?

I’ve learned to say to people, when they ask me to be a mentor, “you tell me; what would you like out of this relationship?”

So, to me you could call that a “sponsor,” you could call that a “coach,” or you could call it a “mentor.” But it’s someone for whom I’m willing to invest the time it takes to help them achieve their goal. I’m willing to take the time as long as I know I’ve got what they need. If they need somebody that’s just going to “rah-rah-rah,” then I’m not the best person for that. I will “rah-rah” when it’s appropriate, but I will also share some observations that they may not want to hear. It takes a couple of meetings with people to figure out if you’re the best person for them or if you should recommend somebody else. It’s good to get to know each other, and figure out if I really have what they want, and also, sometimes—and this is really hard—I find out a couple of meetings later that I’m not the best person, because frankly, I can’t connect with them. We’re so different; our personality styles are so different, that I have to say, “you know, I really think you’d probably work better with someone else.”

The humble leaders

MB: When I think of the millennial leaders I know, who are clearly emerging leaders, I find they’re focused, they’re organized… Some of them are very quiet individuals from a personality standpoint, but because they’re so competent and so people-focused, others are just totally drawn to them. It’s amazing to watch, because our society has changed. You think of the leader—at least in nursing—as strong and opinionated, articulate and verbal. Now that doesn’t seem to work as well as it used to. Or, it just isn’t as valued as at one time was. So, there are young people now who are coming up and I am very clear with them about what I think are their strengths, and often they’re just so humble. But humility is important – if you read the book Good to Great: Why Some Companies Make the Leap… and Others Don’t – you’ll find a study about top organizations that have moved from being a really good organization to being a great organization—and they’re all headed by really humble leaders.

What is a servant-leader?

MB: There is an organization that is devoted to the study of an education about servant-leadership—the Greenleaf Foundation. But in my own case, I was an Army nurse—and unbeknownst to me, that was where my training began in leadership. In that setting, the officer is responsible for everyone under their command. If you’re a nurse, you have medics working with you, along with other, lower-rank nurses, and you’re the last one who goes to dinner. You make sure that everybody else goes. And no matter what happens on ward or unit, it’s your problem. And if somebody’s having family issues, you’re expected to pay attention to that. You’re expected to uncover that and to talk to that person, and see how you can help. So, unconsciously, I think that really made an impact on me, and I think that servant-leaders never forget where they came from. To me, that’s what servant-leadership is: remembering why you’re getting paid, what your responsible for and why you’re here.

Leading as Dean of the Duke School of Nursing

MB: Now, I probably have one of the greatest jobs in nursing, and my job is to lead that school [the Duke School of Nursing], and to do it in a way that it’s a community. That’s how good organizations thrive. [Good organizations] are communities of very diverse talent and diverse perspectives, diverse jobs. You have to keep everybody moving in the right direction. We’re serving our students; that’s why we’re there. None of us would have jobs if our students didn’t want to be nurses. I’m in this job to make sure that the Duke School of Nursing continues to provide the best education possible at all levels- BSN to PhD. We have a heavy responsibility, as we’re one of the top-ten schools [ed. Note: Duke is listed as No. 1 on the recent Nurse.org top 10 nursing schools list].

It’s my responsibility as leader to remind us that we, with all of the resources we have, comes a big, big responsibility. And we’re up to it. I have the most incredible faculty and staff that have pulled together, all the time, especially in crisis. It’s very gratifying when it works, and it has worked very well!

Dr. Marion Broome on Leadership in Nursing – Part One

Dr. Marion Broome on Leadership in Nursing – Part One

Leaders and leadership play a key role in nursing at all times and are absolutely vital in a period of crisis. DailyNurse spoke with leadership expert Dr. Marion Broome (Ph.D, RN, FAAN), Dean of the Duke University School of Nursing and co-editor of Transformational Leadership in Nursing, to find out what it is that makes someone a leader, what leaders do, and how people can develop their own leadership qualities.

What it means to be a “transformational” leader

Marion Broome: I think it’s a perfect time to talk about this. First, all leaders, ie. transformative leaders, transactional leaders, can be found throughout any organization. If you’re a bedside nurse you can see them throughout the entire organization, including among your colleagues and yourself. Transformative leaders tend to be those who can see themselves taking charge of a situation. And I don’t mean in terms of authority, but in realizing how a situation is affecting other people, using their talents and skills to reach out to other people to help them to communicate, and help them listen to other people. They help people to reframe if things are getting very negative; help individuals to see their own strengths, and mobilize those strengths to deal with whatever situations people are dealing with. Transformational leadership is about investing in others. And it’s never been more important than when times get hard—such as the time we’re living through now.

Transformational leaders will look at different opportunities. They’ll see ways that they can improve things. They’ll see the gaps, they’ll see the needs, and they’ll point those out, but they’ll also try to encourage other people to use their talents to address those and thereby build their own leadership strengths.

Finding your strengths

MB: People don’t really understand what their own strengths are many times. [Some leaders] just think that anybody can be good with other people—and that could not be less true! I coached this one young leader-nurse, and she was very high on the emotional intelligence level. She was always supporting other people, and always gathering information to share with other people—and people looked to her—they really reached out to her when they wanted to get “the truth,” or when everybody was saying “what are you going to do about this?” Everybody is not like that. If everybody was like that, nobody would be reaching out to you as a leader.

There are so many strengths that people can bring to the table, and not only people who are in a leadership position. That’s a big misconception: that leaders are leaders only because they are in a formal position.

I probably spend half my time with young leaders pointing out their strengths. I use the StrengthsFinder, in fact (the book by Tom Rath) with young leaders, emerging leaders, so they can take a quick assessment, find their Top 5 CliftonStrengths, and it usually resonates with them. And they’ll say — these are Ph.D. students, DNP students — “I never thought about that before. I never knew that I’m (for instance) a lifelong learner, or that I’m a visionary; I never thought that about myself.” Someone, when they’re first starting out, should spend time getting insight about themselves, their strengths, and areas in which they’re perhaps not so strong. There are so many strengths that people can bring to the table, and not only people who are in a leadership position. That’s a big misconception: that leaders are leaders only because they are in a formal position.

We all have examples of people who are in leadership positions who don’t really know how to lead other people. Who don’t know how to be empathetic; don’t know how to think strategically; don’t know how to reach out and communicate with others. We have seen instance upon instance of this.

People can act as leaders, even when they’re not in leadership positions

MB: We all know them. Whether you’re working on a hospital unit, or in a community or an agency—they are the go-to person. As I mentioned earlier that’s the person who everybody goes to get information. It’s the person they go to to make sense of that information, and the person that they trust to share their own information or their own response to whatever is going on. Those are the informal (yet strong) leaders in the organization. And those leaders oftentimes don’t want an official leadership position. They are not necessarily comfortable with communicating to large groups. They’re not necessarily comfortable with being focused on as the leader, but they are so powerful in organizations. And formal leaders really need to make sure they know who those people are, so they can work with them and leverage their skills and networks.

Making use of other people’s abilities and leadership skills

MB: To me, leadership is all about the people; it’s not about the person (ie the formal leader). And I think that where some leaders get into trouble, when they are threatened by other strong leaders they work with. It is as if , when they work with a really strong leader who has complemental skills, they feel “less than.” For instance, I have a leader on my executive team who has a remarkable ability to bring people along to new ideas, new ways of seeing things and doing things—even when they don’t want to come along! And, at the same time, as they think and try on new things they change the way they’re framing things. It’s just remarkable. When I listen to her, how she talks to people, or read her emails, I think, “that is amazing!” It’s not me; I do different things in different ways as a leader—but wow—do you want somebody like that on your team? Without question. And the reason you want somebody like that on the team is that they really support other people and bring them along, and grow them…

The reality is, when that person and I agree about the concept/message we’re trying to put out, then we each have to do our part. She’s got to communicate it in her way, and I’ll communicate it in mine. And we have to back each other up. How she does it is very awe-inspiring to watch, and I don’t feel like it makes me any less of a leader. In fact, I think it strengthens peoples’ perception of all the formal leaders in the organization. I have ten other leaders as well, with different strengths. You can’t do it all! You just simply cannot do it all in any organization. You have to share, and you have to give and get input—what I know is any idea I’ve ever come up with is better once I get input and recraft it.

First step toward leadership: learn to know yourself

MB: There’s so much focus now on developing new leaders, because the former leaders (ie like me) are all getting older. [To develop as a leader,] the number one thing is to get to know yourself. Know what you do well; know what you don’t do so well. When I was younger, I was very, very direct. Now I’m still known for my directness and my honesty, and most people frame it as refreshing—that they always know what I’m thinking– but when I was younger, I didn’t give as much thought to how I said something, or when I said something, or to whom I said it. And I had some very honest and straightforward mentors who were wonderful to me, but who gently—and sometimes, not so gently—said to me, “you really need to take a look at how you’re saying things and what you’re saying. Because you have great ideas, but people can’t hear them.” They said, “people may be listening, but they’re not going to really hear what you’re saying, and they’re not going to be able to take it in, because it’s too threatening.”

The number one thing is to get to know yourself. Know what you do well; know what you don’t do so well.

I was always good with people one-to-one, but I questioned the system. ALL the time. The reality is, though, once you question a system, saying things like, “why are we still doing this this way?” or “there’s a better way of doing this.,” you’re indirectly affecting the people who do it, you’re indirectly criticizing them. So the advice I got was so valuable for me—I was in my late 20s—so valuable. And all you have to do is make some little change in how you say or do things, and you can get such positive feedback. That’s what I’ve always kind of focused on: learning all you can about yourself. You don’t have to be strong in everything. If you watch yourself and observe yourself, you’ll know what you’re really, really good at, and if you share what you think with other people or [share] their strengths, you’ll be building a team.

End of Part One. Part Two of this interview with Dean Broome will appear next Thursday, April 23.
Brittany Molkenthin’s Early Call to Innovation

Brittany Molkenthin’s Early Call to Innovation

This series takes a look at the stories appearing in The Rebel Nurse Handbook, which features inspiring nurses who push the boundaries of healthcare and the nursing profession. This installment focuses on Brittany Molkenthin and the pivotal moment of her innovative nursing career.

In her junior year of nursing school, Brittany Molkenthin envisioned a new premise for a major maternal healthcare innovation. While shadowing a Lactation Consultant in the maternity ward, she encountered a mother attempting to breastfeed for the first time. What should have been a beautiful and life-affirming experience quickly went south. After months of planning to breastfeed her first-born child, multiple classes, and a volume of research, she had continuous trouble with positioning the baby, each time unable to get the right latch. The few times it worked, neither the mother nor the attending staff had any way of gauging how much milk the baby was receiving. After the numerous attempts that afternoon, an overall exasperation filled the room, accompanied by tears running down both the baby’s and the mother’s face. Desperate for her baby to eat, she asked for formula and a bottle.

Brittany replayed the incident over and over, throughout the
day and later that night. As a student, she was directly exposed to the concept
of innovation and the pain point/solution mindset through her school’s
Healthcare Innovations Program. Musing upon the dilemma, she identified the
pain point as the inability to register how much milk a baby was receiving from
its mother. A solution, she surmised, would be to develop “a device that
accurately calculated the amount of breast milk that infants receive during
breastfeeding.”

After working with a team of biomedical engineers to develop
a working prototype, Brittany was ready to enter in her university’s “Shark
Tank” event. Although she did not win the competition, she was undeterred.
Brittany reached out to one of the event’s judges to discuss plans for her
device further and, thereafter, push forward with her startup. The year after
graduation, she filed a provisional patent and launched into a flurry of
networking, pitch decks, and attendance at innovation events.

While applying for startup business grants and working to
keep her nascent company alive, Brittany had her hands full: employed as a
bedside RN in pediatric intensive care and simultaneously studying to become a
pediatric primary care NP. Her breastmilk gauging device, Manoula, is designed to inform
“mothers and providers how much breastmilk a baby has consumed” and share the
data via wireless technology. The product is moving toward its alpha prototype
and is expected to enter the market in 2021.

DailyNurse asked Brittany: What was the hardest part
of starting your LLC and creating a new medical device? And what was the most
rewarding?

She responded, “the hardest part about starting an LLC and
creating a medical device was the mere fact of starting with no previous
medical device development, business, or entrepreneurial background. I thought
I was going to be a nurse, that was it… I never imagined it would get this
far. The most rewarding aspect is seeing how far the company and the device has
come since that drawing of my “vision” started as a Crayola picture
and a school project. It is amazing to think this device will be in the hands
of breastfeeding mothers someday.”

Brittany also has some advice for any nurse who has an innovative idea and is interested in turning it into a new product: “Find a team. Team is essential to the success of any startup or any innovative idea. A team that shares your passion, drive, and vision can help bring an innovative idea to fruition.”



Malpractice Insurance, Telehealth, and the Nurse-Entrepreneur

Malpractice Insurance, Telehealth, and the Nurse-Entrepreneur

All nurses should invest in malpractice insurance, but for nurse entrepreneurs who want to operate their own practice, malpractice coverage is essential. If you are planning to venture out on your own and create a healthcare business, you need to protect yourself from potential claims by selecting the right insurance carrier based on the type of practice model you intend to deliver.

Finding insurance companies that recognize standard brick-and-mortar practice options is not hard, but if you want to incorporate the growing field of telehealth into your practice, you should take a close look at the options offered by different malpractice insurance carriers. While each company adopts the same state guidelines (e.g. nurses located in MA cannot provide telehealth services to a patient in FL unless first seeing them for an in-person visit) coverage can vary on the ratio of allowable in-person to telehealth visits. If you already have a malpractice carrier and are thinking about including telehealth within your practice, be sure to assess your plans in this area, consult with your current carrier, and shop around, as coverage varies considerably.

If you’re not yet insured and are just starting to make your business plan, here’s what you can expect regarding coverage: if you are a self-employed individual registered nurse who a) doesn’t work in a correctional facility, b) doesn’t provide cosmetic or medical aesthetics procedures, and c) has not been subject to a medical malpractice claim or disciplinary board action within the last 5 years, your coverage should come to around $250 per year. Such a policy should cover $1 million per incident and $3 million in aggregate. If you are providing a walk-in clinic-type experience where you are seeing most patients in-person, providing services like physicals, blood pressure monitoring, wellness checks, wound care, suture removal, etc. this type of standard coverage ought to fit your needs. However, if you are interested in expanding into telemedicine, keep in mind that many carriers place a limitation on in-person to telehealth visits of 75:25, where three-quarters of your patient visits need to be in-person.

If you intend to provide telehealth services that might include consultations, outpatient visits, nutrition therapy, smoking cessation services, alcohol misuse screening, depression screening, advanced care programs, and annual wellness visits, your malpractice insurance is going to be higher than it would be for an all bricks-and-mortar practice or a practice with limited telehealth options. For a telehealth-focused practice, you can expect your insurance to cost approximately $400 per year. This insurance ought to cover $1 million per incident and $6 million in aggregate coverage. Thus, for that additional $150 per year, your insurer should provide for $3 million of additional aggregate liability, and impose no limitations regarding the ratio of in-person to telehealth visits that are required for an individual policy.

If you are just starting to plot out the parameters of your business, now is the time to decide whether telehealth is a good fit for yourself and your prospective patients. With no end in sight to the nursing shortage and our aging population, telemedicine is no longer just for rural districts; it’s an expanding field no matter where you work and live. For many, the flexibility it offers is highly attractive as telemedicine allows you to work from home and other sites outside a conventional brick-and-mortar office. If you expect to work with patients remotely, estimate what proportion of your practice you want to devote to telehealth, what your expected ratio of in-person-to-virtual visits will be, and start making inquiries among malpractice insurers.

Rob Goodall, MBA is managing director of AlyxHealth. A 20-year financial services industry veteran, Rob is the head of sales and principal financial modeling strategist at AlyxHealth. He provides guidance on fiscal analyses, strategic partnerships, product design, development, and launch. Within this role, he also provides a cost savings analysis to expand profitability and revenue growth for clients and the firm.

More information on AlyxHealth can be found on their website, www.alyxhealth.com. Click here to join the AlyxHealth Community.

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