Advertisement

Moving nursing innovation to prime time through the use of creative partnerships

Published:September 22, 2022DOI:https://doi.org/10.1016/j.outlook.2022.07.002

      Highlights

      • Frontline nurses face barriers to engaging in innovation despite being well-positioned to solve clinical problems across many settings in healthcare.
      • Nontraditional partnerships are a key driver to successful and timely innovation.
      • Using a closed loop process to iteratively develop and optimize ideas improves optimization and timely progress and increases likelihood of nurse engagement in sustainable innovations.

      Abstract

      Nurses are well-positioned to solve many problems in healthcare through engagement in innovation. Support from healthcare organizations to facilitate creative partnerships may accelerate nurses’ ability to innovate and improve job satisfaction. The value of creative partnerships is rooted in the diversity of experiences and skillsets of each project team member. While nurses may be content experts and key stakeholders, they often lack experience with project management, information technology, product development, and other important skills. We describe the use of co-creation approaches in creative partnerships with diverse stakeholders to enhance the ability of nurse-led project teams to build valuable and sustainable products or services.

      Key words

      To read this article in full you will need to make a payment

      Purchase one-time access:

      Academic & Personal: 24 hour online accessCorporate R&D Professionals: 24 hour online access
      One-time access price info
      • For academic or personal research use, select 'Academic and Personal'
      • For corporate R&D use, select 'Corporate R&D Professionals'

      Subscribe:

      Subscribe to Nursing Outlook
      Already a print subscriber? Claim online access
      Already an online subscriber? Sign in
      Institutional Access: Sign in to ScienceDirect

      References

      1. American Nurses Association. (2022). Magnet model: Creating a magnet culture. https://www.nursingworld.org/organizational-programs/magnet/magnet-model/

        • Barr T.L.
        • Malloch K.
        • Ackerman M.H.
        • Raderstorf T.
        • MeInyk M.B.
        A blueprint for nursing innovation centers.
        Nursing Outlook. 2021; 69: 969-981https://doi.org/10.1016/j.outlook.2021.05.006
      2. Cianelli, R., Clipper, B., Freeman, R., Goldstein, J., & Wyatt, T. H. (2016). The innovation road map: A guide for nurse leaders. https://www.nursingworld.org/globalassets/ana/innovations-roadmap-english.pdf

        • Crenshaw J.T.
        • Yoder-Wise P.S.
        Creating and environment for innovation: The risk-taking leadership competency.
        Nurse Leader. 2013; 11: 24-27https://doi.org/10.1016/j.mnl.2012.11.001
        • Cribb A.
        • Owens J.
        • Singh G.
        Co-creating an expansive health care learning system.
        AMA Journal of Ethics. 2017; 19: 1099-1105https://doi.org/10.1001/journalofethics.2017.19.11.medu1-1711
        • Donetto S.
        • Tsianakas V.
        • Robert G.
        Using Experience-based Co-design to improve the quality of healthcare: Mapping where we are now and establishing future directions.
        King's College London, London2014
        • Doran B.
        • Dadich A.
        • Watfern C.
        • Boydell K.M.
        • Habak S.
        What this collaboration between artists and health-care leaders teaches us about living through COVID-19.
        The Conversation. 2021;
      3. Duke Heart Incubator. (2019). Duke heart incubator. https://www.dukeheartincubator.com/

      4. Duke Translation & Commercialization. (2022). HealthForceRx (SBV HF). https://otc.duke.edu/startups/healthforcerx-sbv-hf/

        • Erichsen Andersson A.
        • Frodin M.
        • Dellenborg L.
        • Wallin L.
        • Hok J.
        • Gillespie B.M.
        • et al.
        Iterative cocreation for improved hand hygiene and aseptic techniques in the operating room: Experiences from the safe hands study.
        BMC Health Services Research. 2018; 18: 2https://doi.org/10.1186/s12913-017-2783-1
        • Farrington C.J.T.
        Co-designing healthcare systems: Between transformation and tokenism.
        Journal of the Royal Society of Medicine. 2016; 109: 368-371https://doi.org/10.1177/2F0141076816658789
        • Greenhalgh T.
        • Jackson C.
        • Shaw S.
        • Janamian T.
        Achieving research impact through co creation in community-based health services: Literature review and case study.
        The Milbank Quarterly. 2016; 94: 392-429https://doi.org/10.1111/1468-0009.12197
        • Holdsworth L.M.
        • Kling S.M.R.
        • Smith M.
        • Safaeinili N.
        • Shieh L.
        • Vilendrer S.
        • et al.
        Predicting and Responding to Clinical Deterioration in Hospitalized Patients by Using Artificial Intelligence: Protocol for a Mixed Methods, Stepped Wedge Study.
        JMIR Research Protocols. 2021; 10: e27532https://doi.org/10.2196/27532
        • Kester K.M.
        • Engel J.
        • Fuchs M.A.
        • Alston S.
        • Thompson J.A.
        • Granger B.B.
        Evaluation of a proactive hiring model to achieve workforce stability in the intensive care unit.
        Journal of Nursing Management. 2022; 30: 336-344
        • Kettle M.
        • Kester K.
        • Cadavero A.
        • Floyd S.
        • Ornell A.
        • Meyer M.H.
        • et al.
        COVID-19: Mobilizing Quickly for a Rapid Response.
        AACN Advanced Critical Care. 2020; 31: 326-333https://doi.org/10.4037/aacnacc2020366
        • Nightingale F.
        Notes on hospitals.
        Longman, Green, Longman, Roberts, and Green, London,1863
        • Reid P.P.
        Building a Better Delivery System: A New Engineering/Health Care Partnership.
        National Academy of Engineering and Institute of Medicine. 2005; https://doi.org/10.17226/11378
        • Roberts J.P.
        • Fisher T.R.
        • Trowbridge M.J.
        • Bent C.
        A design thinking framework for healthcare management and innovation.
        Healthcare. 2016; 4: 11-14https://doi.org/10.1016/j.hjdsi.2015.12.002
        • Scandurra I.
        • Liljequist D.
        Ten demands of improved usability in eHealth and some progress – Cocreation by health and social care professionals.
        Nursing Informatics. 2016; 225: 227-231https://doi.org/10.3233/978-1-61499-658-3-227
        • Sensmeier J.
        Realizing nurse-led innovation.
        Nursing Management. 2021; 52: 14-19https://doi.org/10.1097/01.NUMA.0000752772.58567.9b
        • Small N.
        • Ong B.N.
        • Lewis A.
        • Allen D.
        • Bagshaw N.
        • Nahar P.
        • Sanders C.
        Co-designing new tools for collecting, analyzing, and presenting patient experience data in NHS services: Working in partnership with patients and carers.
        Research Involvement and Engagement. 2021; 7https://doi.org/10.1186/s40900-021-00329-3
        • Snow F.
        Creativity and innovation: An essential competency for the nurse leader.
        Nursing Administration Quarterly. 2019; 43: 306-312https://doi.org/10.1097/NAQ.0000000000000367
        • Tetlow M.
        • Allen D.
        • Barnes A.
        • Shaw R.J.
        The line snuggler: A central line bundling innovation evaluated in a high-risk pediatric population.
        Journal of Pediatric Oncology Nursing. 2021; 38: 36-41https://doi.org/10.1177/1043454220958672
        • Violato E.
        • King S.
        Disruption and innovation in interprofessional attitude assessment.
        Journal of Interprofessional Care. 2021; 35: 325-327https://doi.org/10.1080/13561820.2020.1758045
        • Weberg D.
        Innovation in action: Innovation, culture, and leadership synthesis.
        Nurse Leader. 2017; 15: 241-243https://doi.org/10.1016/j.mnl.2017.05.003
        • White K.R.
        • Pillay R.
        • Huang X.
        Nurse leaders and the innovation competence gap.
        Nursing Outlook. 2016; 64: 255-261
        • Zuber C.
        • Weberg D.
        Frameworks for leading frontline innovation in health care: Failure, microclimates, and leadership.
        Nurse Leader. 2020; 18: 290-295https://doi.org/10.1016/j.mnl.2020.03.005