Complex Adaptive Systems Theory ( Cas )

As a result, they can affect items that are working properly, as well as, incur associated cost without the benefits (Taylor, 2015). Next, the firm should glide toward step 1, which is the redesign or the adaptation of the individual’s roles, responsibilities, and relationships (Spector, 2013, p. 42). This step allows the employee’s to discover who they need to work with, how they will benefit the company strategy, and the outcomes they wish to achieve. In this particular scenario for illustration, the team of nurses, therapist, tech, and schedulers will needs to work together, discover what they needs to do to make an impact (minimizing wasting products or ensuing they charge them out to the patient), and move from only providing quality care to providing quality, cost effective care. The importance here is that the employees devised this new concept rather than top management forcing it down the chain. This area can also present some potential problems. The team or organization can be risk adverse and fear making mistakes or failing (Recklies, 2001). For example, if 2 options are available, the person will go with the one that has lower risk instead of the one that may be more risky and provide a higher return or better outcome. Moreover, employees may be resistant to change as they are uncomfortable with it, do not see the new skills as beneficial, or they prefer the status quo. The second step, help, requests

Everyone wants a sustainable well-functioning health system (Marshall, 2011 qdt Porter-O’Grady, 2016 et al p 325). When nursing and other healthcare managers (nurse leaders) focus on increasing connections, diversity, and interactions they increase information flow and promote creative adaptation referred to as self-organization. Complexity science builds on the rich tradition in nursing that views patients and nursing care from a systems perspective (Porter-O’Grady, 2016 et al p 324 and Holden

Inter-Professional Team Model (PAARP) is used throughout the life cycle of a team and includes 5 phases describing actions of the interprofessional teams: purpose, assemble and charter, align, resource, perform. The division of labor is based on the scopes of practice of team members and takes into account KSAs of team members. In the PAARP model, actions of leadership give purpose to the group, and consistency of action by the leader is essential. Identifying purpose through goal-setting plays a large part in this theory and team members accept the goals of the team as their own and take responsibility for their part in achieving them. This model is applicable across health professionals through an understanding of each discipline’s roles

Complexity science is the study of complex adaptive systems (CASs) and the relationships that occur within them. CASs are a function of what has previously occurred, what is currently occurring, and are open to energy and information from the environment all around them (Chaffee & McNeill, 2007). The boundaries that define theses systems are fuzzy; each individual is their own CAS that is influenced by a multitude of other CASs, all of which may belong to increasingly larger CASs. The health care system is a CAS in and of itself that is made of a multitude of smaller CASs – hospitals, floors, units, and individuals. There are a many characteristics that help to make up and define what a CAS is. Understanding these

According to Butts and Rich (2015), complexity science is a knowledge founded on physics and mathematics that operates using basic principles to elucidate the connection between variables. Butts and Rich add that complexity science is a developing field of interest that is catching the attention of scholars from different disciplines because it provides a different viewpoint on various phenomena of interest. According to Sturmberg and Martin (2009), although there has been an ongoing push for application of complexity science in health care, this is not an attempt to eradicate the reductionistic view. Complexity science only aims to fabricate a new and more comprehensive understanding of the world by unifying both the holistic and reductionist viewpoint (Sturmberg & Martin, 2009).

Complexity is part of the nature of many things in our existence especially those that matter the most. The health industry is a complex system most of all due to the presence of the human factor within it. This particular complexity means that every situation is truly unique based on the psychological characteristics of each protagonist, the context within which they are evolving and the communal rules, sometimes unspoken, that govern the stakeholders. As a result, even a clear cut resurgence of an issue or scenario may fail to resolve if a leader blindly applies a previous strategy without first considering the specific intricacies of the situation (Plsek, 2003).

     Other major developments of the model in the 1999 textbook include: expanding the adaptive modes to include relational persons as well as individual persons and describing adaptation on three levels of integrated life processes, compensatory processes, and compromised processes. Roy has also outlined a structure for nursing knowledge development based on the Roy Adaptation Model and provided examples of research within this structure. Roy remains committed to developing knowledge for nursing practice and continually updating the Roy Model as a basis for this knowledge development.

Lack of collaborative care delivery and recognition of interrelatedness of various parts within organization will continue to hinder the transformation of healthcare as a complex adaptive system (Kuziemsky, 2015).

This paper will cover four key concepts from complexity theory that will be introduced as relevance to nursing. These include: unpredictable dynamic systems; the whole is greater than the sum of its parts; fuzzy and permeable boundaries;

Teams and Teamwork: Apply relationship-building values and the principles of team dynamics to perform effectively in different team roles to plan and deliver patient centered care that is safe, timely, efficient, effective, and

This research investigated systems thinking and the use of soft systems methodology to develop a conceptual model of systems change based on strategies in established systems care. Soft in SSM stresses human systems as not fixed entities and the process of thinking as systemic. As a result, change is looked at differently with one focused on evolving systems instead of linear steps or mechanical parts. The conceptual model of this paper presents key components of the system change process in care systems and clarifies the relationship in those components.

The macro- level coordination mechanisms being used in Unit B that were not used in Unit A included mostly included organization and communication and they work as a team, forming units in various departments. Organization design is the arrangement of responsibilities, authority, and flow of information within an organization, resulting in its organization structure (Burns, Braley, Weiner & Shortell, 2012). Macro level coordination is where the focus of analysis is on the overall coordination needs and structural approaches to address those need (Burns, Braley, Weiner & Shortell, 2012). In unit A communication among the nurses, therapists, social workers, residents, and attending physicians regarding patient care is poor, and relationships among them are strained (Burns, Braley, Weiner & Shortell, 2012). In unit B nursing staff on the unit are organized into teams, with each team responsible for assigned patients from admission to discharge, the house staff in medicine in the hospital also are organized into teams, and except when beds are not available (Burns, Braley, Weiner & Shortell, 2012). Task interdependence among staff A included patient care units Nurses, physicians, and other health professionals in unit A consisted of discipline compared to unit B where conduct interdisciplinary rounds were not something team A took seriously. Differences between the effectively functioning Unit B and the chaotic Unit A are seen by many administrators and health care

Of the supporting sciences presented in this week’s lesson, I would like to focus on the change theory and its impact on nursing informatics. According to Mitchell (2013), change theory is the study of change in individuals or social systems such as organizations. Understanding change theory provides a framework for effectively planning and implementing change within organizations. For instance, the structure and function of a health care delivery system is mainly impact by its health care information systems. Furthermore, the approach to managing the change process may result in a more effective and efficient health care delivery system or it may result in increased dissatisfaction and disruption (Mitchell, 2013). Nursing informatics specialists

A country’s economy and well-being depends upon how strong its healthcare system is. A country would grow into a stronger nation if the people are mentally and physically stronger. Moreover, healthcare systems are usually complex and complicated systems and thus, they need a lot of attention. As Donley (2005) states, “[t]he changing patterns of health care delivery have increased complexity in all practice environments” (p. 314). By a complicated system, it means how different healthcare organizations together play a pivotal role in measuring success of a country’s healthcare system. These healthcare organizations further rely on various departments within the system which are in turn led by various leaders. Thus, it is evident how leaders are the key link in deciding the fate

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric