increased patient satisfaction, 319

potential financial advantages, 319–322

Benefits of RN surveillance, 92–93

Blame

assignment of, 27–28, 301–302

going beyond, 293

Boards of directors, recommendations for, 8, 14

Boston Globe, 302

Bronson Methodist Hospital, 253

Budgetary expenditures, recommendations regarding, 11–12

“Buffer stock” concept, 263

Bureau of Labor Statistics, 74

Burns, James, 109–111

C

California HealthCare Foundation, 197

California hospital nurse-to-patient ratios, means, medians, and quartiles, 178

California Nurses Association, 386

California Nursing Home Search (Calnhs), 197

California Nursing Outcomes Coalition (CalNOC), 81, 171

California Office of Statewide Health Planning and Development (OSHPD), 174, 176, 178

Calnhs. See California Nursing Home Search

CalNOC. See California Nursing Outcomes Coalition

Campbell Collaboration, 113

Cardiac Comprehensive Critical Care Unit, 269

Care delivered, versus care needed, 186

Care delivery

changes in approaches to, 79–80

decision support at the point of, 209–212

Carnegie Mellon University, 151

Case mix index (CMI), 38

CDC. See U.S. Centers for Disease Control and Prevention

CDSSs. See Clinical decision support systems

Center for Health Design, 255

Center for Health Management Research (CHMR), 154–155

Center for Health Services Research, 151

Center for Shared Learning. See U.S. Centers for Disease Control and Prevention

Center of Outcomes Research and Clinical Effectiveness, 305

Centers for Medicare and Medicaid Services (CMS), 167, 170, 194, 197–199, 245

Certified nursing aides (CNAs), 68, 96, 168

Challenger space shuttle explosion, 231, 367, 387, 414

Change management factors, 118–121

mechanisms for feedback, measurement, and redesign, 120

ongoing communication, 118–119

poor, 139–142

sustained attention, 120–121

training, 119–120

worker involvement, 121, 142

Change Program, 119

Changes

in approaches to care delivery, 79–80

in deployment of nursing personnel, 41–42

in hospital admission practices, 187–188

in hospital workload, 80–82

Changes in nursing leadership

concerns about, 132–136

potential loss of a common voice for nursing, 133–135

weakening of clinical leadership, 135–136

Chicago Tribune, 46

Chief nurse executives (CNEs), 123–124, 133, 147–150

Chief nurse officers (CNOs), 132–135

CHMR. See Center for Health Management Research

CINAHL. See Cumulative Index to Nursing and Allied Health Literature

Circadian rhythms, 228, 236, 385, 387, 397

Clarian Health Partners, 267–269

Clinical decision support systems (CDSSs), computer-supported, 210–211

Clinical nursing leadership

reduction at multiple levels, 4

weakening of, 135–136

Clinical pathways, decision support at the point of care delivery, 209–210

Clinical perfection, nursing cultures fostering unrealistic expectations of, 299–300



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