|
Back to Article List
June 21, 2004
By Marcie Rutherford, RN, MBA, MSN
The healthcare system is at a crossroad. Nursing, based on training and experience, should be part of the solution but instead is finding itself targeted as part of the problem — in terms of being costly to an overburdened system. What is expected of today's nurses in the healthcare marketplace?
History tells us that nursing has garnered the top ranking on the Gallop Poll's (2003) list of trusted professionals, yet nursing has not been strongly represented among the experts when healthcare policy and finances are the topic of discussion. Healthcare resources are limited and the United States must find a way to do more with less money. It is surprising that our country finds itself in the unenviable position, being the only industrialized country without a health system-providing healthcare for all. Nurses have always been innovative! Why then has nursing not been on the forefront of planning for tomorrow's healthcare system? As a group we need to take a hard look at why we are not driving the business and shaping the changes that need to occur.
It is critical that nursing gain respect as a qualified professional, sought as a key player in the planning of tomorrow's health care system. How does nursing achieve this status and keep from being underrepresented? For nursing to gain this respect it must demonstrate a unified vision for healthcare. This vision must include a strong focus on clinical expertise as well as demonstrate a keen understanding of the fiscal knowledge needed to oversee healthcare resources. Nursing cannot afford to be limited or one-dimensional in focus. No longer can nursing view participation in the economic aspects of healthcare in opposition to their clinical caring role. Nursing must realize the need to blend the knowledge of economics and health caring. Reality is now. Economics and caring should be seen as a blended role, each a priority, one not existing without the other. It is also clear that the problems facing healthcare today are multi-factorial and nursing must address the issues from a broad perspective. Nursing must become a cohesive voice, guarding against faulty logic perpetuated when members are unwilling to expand beyond their realm of comfort.
Business skills are required and demanded in today's healthcare arena. These skills must be sought and embraced. Nursing must be seen not just as the managers of healthcare, but also as healthcare's leaders. Skills such as the ability to demonstrate critical decision-making, a keen understanding of preparing and monitoring a budget, the ability to analyze financial data and utilize this data to make sound business decisions, and the skill to communicate clinical needs in terms of financial impact, are essential. Decisions must be based on clinical as well as financial outcomes. Yogi Berra stated, "I don't want to make the wrong mistake" (Bates, 2000). Financial health will not occur by accident or by taking a back seat attitude. Nursing leaders must be prepared to lead the health care profession through these tumultuous times and seek out the skills needed to accomplish this goal. No longer can nursing meekly follow direction while mumbling that they are not appreciated for what they do. Nursing must become healthcare's leaders.
"The manager is the person who brings things about; the one who accomplishes, has the responsibility, and conducts. A leader is the person who influences and guides direction, opinion, and course of action" (Marquis, Huston, 2002, p. 4). If nurses are to be identified as leaders in the business and political arena they must be acknowledged for their skills in business and financial decision-making, identified for their vision in anticipating the future needs of healthcare, and seen as knowledgeable in both the clinical and business aspects of the delivery of healthcare. Nursing cannot afford to leave the business of nursing up to someone else.
References:
Bates, D. and Gawande, A., (2000) Error in medicine: What have we learned? Annals of Internal Medicine, 132 (9), 763-767.
Marquis, B. Huston, C., (2002). Fiscal planning, Leadership roles and management functions in nursing theory and application (4th ed.). (pp. 121-150). Philadelphia: Lippincott, Williams & Wilkins.
About the Author: Marcie Rutherford is a student in the Doctoral program for Nursing Science at Florida Atlantic University. She is currently the Director of Operations for Surgical Associates of Palm Beach County, a 13 physician surgical specialty group. You may contact the author by email at: mrutherford@sapbc.net.
|
|
 |
Corporate