Nursing Concepts Group Activity Staff Meeting on

Nursing Concepts Group Activity Staff meeting on Floor 2 of Nursing Facility. Issue is how to more effectively communicate with non-English speaking patients and their families, particularly on change of medication or procedural issues. Type of Group This was an informal group designed to begin the process of understanding how we can better communicate to non-English speaking clients and their families. It is likely that the group might evolve into a formal group with more structure and purpose. Group Participants In this meeting there were 6 individuals present.

The Director of the Center, the Nursing Supervisor, the Charge Nurse for Floor 2, and three RNs. For the purposes of this analysis, we will label them DOC, NS, CN, RN1, RN2, RN3. Goals/Purpose of Group Recently, we have had several issues in which clients and their families did not have enough of a command of the English language to adequately communite appropriate changes in care, medication, tests, or needs.

We realized that we do not have a system in place to handle all but the most basic linguistic issues, and then only on a more informal, ad hoc basis. The purpose of the meeting is to either develop a longer-term committee or recommendations for a fix to the issue. Member Commitment In this case, and fortunately, all members are committed to a proactive and positive solution to the issue.

Everyone present at the meeting realizes that realistically, this is not a top-priority, because it does not impact the center daily or drastically reduce the type of care given. However, we all realize that in 21st century healthcare, populations are diverse and there must be procedures in place to ensure that the care model of nursing is followed and that we can advocate for the patient to our best ability, regardless of the linguistic barrier. We also realize that we cannot have a trained, in-staff, translator for every language needed.

Instead, our solution must be generic enough to fit the needs of a diverse population while still maintaining high standards of care (Applying Nursing Care, 2011). In addition, with the presence of the Center Directory and Head of Nursing, there is a managerial commitment that indicates change is not only possible but feasible in the current budgetary situation. Type of Decision Making Several decisions need to be made regarding the issue: 1. Does our organization with to put a translation program in place? 2.

Do we have the funds or alternatives to do such? 3. What are the options available? 4. Have other departments or facilities experienced the same or similar issues? 5. Should there be a short-term (interim) solution? 6. Should this be a longer process in which research and recommendations are more thoroughly sought? 7. What goal(s) do we have for the end of this meeting? Member Behavior/Participation In this group, despite three managerial individuals, there was not a great deal of hierarchy present.

Body language was relaxed, everyone was respectful, and everyone in the group seemed to be driven by the need for a particular solution to the issue. There was no real disagreement, just some differences on a timeline or appropriateness of moving this group into a more formal effort in which more research, presentations, or fact-finding is done. All agreed that we needed a short-term solution post-haste, and then could move forward with a longer-term, broader, solution.

Everyone in the group spoke more than once, and certainly, there were leaders who championed the issue, particularly RN2 and the CN, likely because those two individuals had the most recent contact with patients and families who were non-English speaking. Group Interaction Pattern Initially, the Director began the meeting with an overview of the issue, then deferred to the CN to review the situation. Once that was done, the CN deferred to RN2 to explain the details of the most recent interactions.

CN and RN2 were the center of the questions from all sides, but there was, in this case, no real side-interactions, teaming up to support or detract one point-of-view, or to align members. Instead, the overriding need was for solutions to the issue, not a struggle for dominance (See Appendix A). Power in Group Initially, and as would be expected, the power in the group was from the Director. The Director called the meeting, and began by giving an overview of the situation.

The power to actually change the process would come from the Director, however, input was solicited in a non-hierarchical manner in which the ideas were opened up to the group; discussed as a group, and even ideas from the Director and CN that might not work on a micro-level were gently and politely discussed and then rejected, with no apparent hurting of feelings or brusing of ego.

Unlike many other group situations, the goal of the meeting was focused, and while there were many suggestions as to ways to mitigate the translation issue, there were not "camps" or individuals so set in certain ideas or ways that they were not open to finding common ground. For instance, when it became clear to all present that if we put in place the top language groups, certainly another language would enter and, for that period in which that particular patient was being cared for, would be a priority.

The Director said that we needed a solution that was broad enough, yet flexible, and designed not just for the present crisis but for the future. RN1 suggested that we find a solution to this problem, which was the Hmong Language of Laos, but then contact other similar agencies and groups to find out their solution. RN3 suggested we each take 5 places to call, then meet again in a week. Group Effectivness This group was very effective.

The meeting was cordial, everyone spoke, everyone was respectful, and we left with a clear solution to the immediate problem and tasks to complete prior to meeting again in a week. Specifically, the group: 1. Solved the immediate situation by agreeing to employee a contract Hmong speaker, already found from RN2, at $20/hour. We have asked that that person make the appointment with the family so that everyone can meet asap. This person has also agreed to translate by phone in emergencies. 2.

Each member of the team agreed to contact 5 facilities (nursing wards, nursing.