Managing your staff's performance
First article in a series. Elements of performance management Job description Initial competencies Orientation Goal setting/performance planning Competency assessment Coaching, mentoring, and recognition Performance evaluation Self-evaluation Peer evaluation Performance enhancement plan. Performance appraisal: Do these 2 words bring a feeling of dread when you hear them? Do you put most…
Opening managers' eyes to lateral violence
A workshop using real clinical narratives helps nurse managers learn about lateral violence at a community hospital in the Northeast. The hospital has also adopted a policy on lateral violence, which is in the early stages of implementation. Donna DeRobbio, RN, MSN, collected the narratives as part of a research…
Lateral violence: Why it's serious and what OR managers can do
A nurse hides a surgeon's favorite instrument when a substitute fills in as the scrub. A circulator does not tell a new nurse who is scrubbed that she knows the shunt the surgeon selected has fallen on the floor. A newly hired RN who was previously a scrub tech is…
Managing people a theme at conference
The power of teams and a culture of collaboration were themes at the Managing Today's OR Suite conference Oct 3 to 5 in San Diego. The conference attracted 726 attendees for the 2-day conference and 390 for the pre-conference seminars. They visited an exhibit featuring 88 companies. Match peoples' talents…
The Carrot Principle: A low-cost, high-return employee motivator
"When you recognize people for what they do well, they actually do better." Max Brown will speak on The Carrot Principle at a luncheon on Friday, Oct 5, at the Managing Today's OR Suite Conference Oct 3 to 5 in San Diego. He is with the Carrot Culture Group, a…
Lean thinking: Eliminating waste and adding value to OR processes
An orthopedic surgeon has to make a 1,000-ft round trip between cases to get the kind of OR cap he likes. A circulating nurse leaves the room 4 times during a case to get needed items. A hospital performing 500 basic surgical procedures has 9,000 preference cards. Lean thinking articles…
Six practices of the lean operating room
Lean thinking provides a way to do more with less—less human effort, equipment, time, and space—while coming closer to providing customers with exactly what they want, according to James Womack and Daniel Jones, authors of the classic Lean Thinking. Here's a look at lean practices for the OR from consultant…
Models for governance of the OR
What is the key to a successful leadership model in perioperative services? Is the model different for academic and community hospitals? Does the structure differ in organizations with an integrated physician model versus a private practice model? If we are not achieving our goals as hospital and physician leaders, it…
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