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Weaving Excellence into Training Programs

Standard 8 -- Trainee Services

Candice Rettie, PhD 0 1082
This is the final posting in the series: Consortium Accreditation Standards. The next posts will be exploring Self Studies.

Accreditation Standard 8 -- Trainee Services focuses on ensuring that the trainee is fully embraced and supported as a highly qualified member of the professional healthcare community.  All of which got me to thinking about community, belonging, and acceptance… Thinking about the positive impact of being welcomed and valued.  Of course, Standard 8 also deals with other issues as well -- providing professional resources (computing, health care, work environment, Human Resources, etc.), grievance processes, and trainee record maintenance.

I'd like to focus on how trainee services fosters a welcoming professional community for trainees.  The Cherokee use basket weaving as an analogy for the life cycle, and specifically address the mind/body connection.  In several ways it is an apt analogy for how trainee services fosters progression through a training program.

The Butterfly Effect-- Small Actions Big Effects

Standard 7 – Staff

Candice Rettie, PhD 0 1855

As I’ve been thinking about Accreditation Standard 7- Staff, I’ve thought of mentors and colleagues who inspired and encouraged me and others whose negative approach was counterproductive.  The common theme in both groups was the profound impact that the actions of a single individual can have on others and on entire communities of practice.  It’s trite but true – people make all the difference. 

You’ve heard of the butterfly effect – also called “sensitivity to initial conditions”?  Small actions can be the precipitating event that results in pervasive, unexpected behavior that changes the appearance of the system. Communities of people are complex, non-linear, dynamic systems.  Read more about how seemingly small actions can have a profound impact.

What it takes to make a program work

Administration and Operations – Standards 5 and 6

Candice Rettie, PhD 0 1084

This week's blog is inspired by some questions from program directors about the difference between administration and operations.  As I sat down to write the blog, I remembered an unfortunate experience at a DMV site with less than perfect administration and operations. At the time, Judith Viorst's charming children's book, "Alexander and the Horrible, Terrible, No Good, Very Bad Day" offered the perfect antidote to feelings of frustration and anger. 

If we’ve planned well, then administration and operations provides the foundation for quality training.  Administration is the executive leadership and staff functioning that ensures that the entire organization operates effectively and in alignment with the mission.  Administration provides leadership that supports transforming the mission into action.  It supports the delivery of the mission.  Operations is the implementation of the mission through products and services.  It is the tangible expression of the mission – it is the NP training program in action.  

Moon Festival – Evolving Traditions

Recognizing New Nurse Practitioners

Candice Rettie, PhD 0 2982
The other night I was mesmerized by the harvest moon. Three thousand years ago ancient Chinese emperors prayed to the Moon, giving thanks for good harvests and asking that they continue. Over the centuries it evolved into today’s mostly secular celebration of family and abundance. Traditions evolve; new traditions emerge. 

I’ve been thinking about the emergence of traditions in NP postgraduate training.  How do we welcome new practitioners and fellow professionals to the world of postgraduate training and practice?  How do we honor their moving from high-performance training to confident practice?  Are there traditions that are emerging?  What can we do to acknowledge and honor the entry of new NPs into practice?  How can we celebrate their compassion and competence; their authority and professionalism; their commitment to excellence in healthcare?  


Lessons Learned from Urban Transportation Systems

Successful Administration Fosters Quality

Candice Rettie, PhD 0 1080

Program Directors and CEOs of metropolitan transportation systems share many attributes.  They are professionals, practitioners, and executives who rely on effective, efficient administration to make their respective programs work.  People depend on them to create safe and effective milieus that deliver promised results.  Late trains lose customers.  Ineffective training programs loose top candidates.  Worse case scenarios – poorly managed metro systems have tragedies that cost lives and livelihoods; poorly run training programs can put the safety, privacy or health of their trainees and patients at risk.  Good administration makes a real difference.