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MAY 1999, VOL 69, NO 5 PRESIDENT’S MESSAGE Strategic thinking, strategic planning w e live in an unpredictable environment characterized by chaos and uncertainty.’ In the preface to Thriving on Chaos, published more than 10 years ago, Tom Peters wrote The true objective is to take the chaos as given and learn to thrive on it. . . . Chaos and uncertainty are (will he) market opportuni- ties for the wise . . .’ This may seem to be a para- doxical statement, because when we objectively scan the health care environment, we can concur with Peters’ approach. When we consider our own human need for safety and risk aversion, however, we are more reticent to embrace Peters’ proactive call to action. This was the challenge to AORN’s Board of Directors and staff members in their meeting to create a new strategic plan for the Association. met to look at where the Association is and where it is going, and to position ourselves to take advantage of the many opportunities available during this period of change. The Board examined the external realities affecting our members and AORN and reviewed the internal strengths that our members bring to the profession. It became apparent that we cannot predict where the health care industry is going to be in the future, nor can we set our sights on a fixed point The Board and staff members that may not exist in the next few years. Rather, it became evident that our future successes will depend on our ability to be inno- vative and promote an environ- ment that fosters constructive and progressive evaluation. We rec- ognized that we must create a sense of community with shared values; understand the needs, interests, and preferences of our members; and foster a culture of trust. We also identified the value of listening to and hearing new voices, to identify, cultivate, and promote future perioperative nursing leaders.’ VALUE AND FOCUS OF PRACTICES The one constant we envi- sioned that reflects our value and the focus of our practice is the patient undergoing surgical and other invasive procedures. This reality forms the basis for AORN’s new strategic goals. AORN will be recognized as the primary source of informa- tion for patients, consumers, and providers in the delivery of quality surgical care. AORN will provide products and services to support and demonstrate the role of the perioperative nurse as patient advocate. rn AORN will be recognized in the world as a leading source for surgical care knowledge and standards. AORN will be recognized as a key participant in legislative and health policy development. These goals contain numer- ous possibili- ties to demon- strate that our intellectual and technical skills suited to the perioperative environment. Who is better than perioperative nurses to provide education that enhances surgical patient outcomes? Our ability to act as translators has helped countless patients understand and participate in surgical procedures. Our knowledge of the surgical arena and its attendant resources has been invaluable in achieving quality outcomes efficiently and effectively. are PATRICIA C. SEIFERT SUPPORT FOR PERIOPERATIVE NURSES AORN’s products and services are a source of support for periop- erative nurses in many ways. Some of these include education and training, research studies, tra- ditional and online communica- tion mechanisms, leadership development, and other member activities and resources that sup- port our advocacy role. The AORN standards, recom- mended practices, guidelines, and position statements offer guid- ance to clinicians, managers, and others who nationally and inter- nationally provide patient care. AORN’s legislative and health policy initiatives, in concert with perioperative nurses’ knowledge 920 AORN JOURNAL

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Page 1: Strategic thinking, strategic planning

MAY 1999, VOL 69, NO 5

P R E S I D E N T ’ S M E S S A G E

Strategic thinking, strategic planning

w e live in an unpredictable environment characterized by chaos and uncertainty.’ In

the preface to Thriving on Chaos, published more than 10 years ago, Tom Peters wrote

The true objective is to take the chaos as given and learn to thrive on it. . . . Chaos and uncertainty are (will he) market opportuni- ties for the wise . . .’ This may seem to be a para-

doxical statement, because when we objectively scan the health care environment, we can concur with Peters’ approach. When we consider our own human need for safety and risk aversion, however, we are more reticent to embrace Peters’ proactive call to action. This was the challenge to AORN’s Board of Directors and staff members in their meeting to create a new strategic plan for the Association.

met to look at where the Association is and where it is going, and to position ourselves to take advantage of the many opportunities available during this period of change. The Board examined the external realities affecting our members and AORN and reviewed the internal strengths that our members bring to the profession. It became apparent that we cannot predict where the health care industry is going to be in the future, nor can we set our sights on a fixed point

The Board and staff members

that may not exist in the next few years. Rather, it became evident that our future successes will depend on our ability to be inno- vative and promote an environ- ment that fosters constructive and progressive evaluation. We rec- ognized that we must create a sense of community with shared values; understand the needs, interests, and preferences of our members; and foster a culture of trust. We also identified the value of listening to and hearing new voices, to identify, cultivate, and promote future perioperative nursing leaders.’

VALUE AND FOCUS OF PRACTICES

The one constant we envi- sioned that reflects our value and the focus of our practice is the patient undergoing surgical and other invasive procedures. This reality forms the basis for AORN’s new strategic goals.

AORN will be recognized as the primary source of informa- tion for patients, consumers, and providers in the delivery of quality surgical care. AORN will provide products and services to support and demonstrate the role of the perioperative nurse as patient advocate.

rn AORN will be recognized in the world as a leading source for surgical care knowledge and standards. AORN will be recognized as a key participant in legislative and health policy development.

These goals contain numer- ous possibili- ties to demon- strate that our intellectual and technical skills

suited to the perioperative environment. Who is better than perioperative nurses to provide education that enhances surgical patient outcomes? Our ability to act as translators has helped countless patients understand and participate in surgical procedures. Our knowledge of the surgical arena and its attendant resources has been invaluable in achieving quality outcomes efficiently and effectively.

are PATRICIA C. SEIFERT

SUPPORT FOR PERIOPERA TIVE NURSES

AORN’s products and services are a source of support for periop- erative nurses in many ways. Some of these include education and training, research studies, tra- ditional and online communica- tion mechanisms, leadership development, and other member activities and resources that sup- port our advocacy role.

The AORN standards, recom- mended practices, guidelines, and position statements offer guid- ance to clinicians, managers, and others who nationally and inter- nationally provide patient care. AORN’s legislative and health policy initiatives, in concert with perioperative nurses’ knowledge

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MAY 1999, VOL 69, NO 5

and experience, have prepared us to become key players and to par- ticipate more actively in policy development.

OPPORTUNITIES AND CERTAINTIES

The opportunities are numer- ous in a chaotic environment, especially when we consider that there are certainties about surgical patient care that can support our position. We know that periopera- tive nursing care encompasses

a unique set of intellectual and technical skills possessed by perioperative nurses,

rn coordination of a multidiscipli- nary team to achieve a unified effort, continual reassessment of pri- orities predicated on the patient’s status,

m an understanding of general principles (eg, positioning) and their application to unique situ- ations (eg, positioning the arthritic patient), and awareness of safety hazards associated with the surgical environment and protective interventions to minimize those risks. What makes these abilities a

certainty in an uncertain world is that the focus of our energies is on the surgical patient, whose needs for safety, compassion, and pro- fessional judgment remain unchanged, no matter where that care is provided.

CONTRIBUTIONS AND AWARENESS

now is to articulate and contribute to the public and to the greater health care community. We must tell our story. One way we can do this is to share our nursing contri- butions with other members in

One of our biggest challenges

AORN’s “Perioperative Nursing Contributions to Patient Care.” Every member of AORN is invit- ed to submit an entry for selection in a commemorative publication to be made available by the 2000 Congress. I urge you to consider

Our future lies in demonstrating

and promoting our value to our

patients and to our com mu n i t ies.

the many ways in which you have made a difference to patients or the public and to share a special experience with your colleagues (see the April 1999 Journal, page 75 1, for more information).

Another opportunity to share contributions is at A 0 R ” s June 1999 Chapter Leadership Conference. The conference, being held June 12 to 13 in Denver, is for association leaders, and one goal is to address effec- tive ways of identifying and describing perioperative nursing interventions that illuminate peri- operative nursing’s unique knowl- edge and skills. I look forward to hearing your stories and sharing them with colleagues and part- ners.

A mechanism to increase awareness of our value is through committee activities that incorpo- rate the goal of sharing informa- tion with the public, legislators, professional colleagues, and industry partners. All of our activi-

ties have an element of public interest, whether we are perform- ing research to identify nursing activities that promote quality care, teaching patients to enhance their surgical outcomes, creating funding opportunities for demon- strating perioperative nursing lead- ership, or educating legislators, regulators, and others about the value of professional RNs in the OR and the interventional suite.

Opportunities to tell our story can be found through the work of specialty assemblies and state councils. For example, how do members of the Pediatric Specialty Assembly promote skill- ful and compassionate interven- tions for children and their family members? How do members of the Management Specialty Assembly facilitate the judicious use of resources to enhance cost- effectiveness and quality?

The relationship of state council members with legislators provides an avenue for identify- ing the important role periopera- tive nurses play in the well-being of community members. Effective leadership skills also can be fostered within state council activities.

VISION AS PATIENT ADVOCATES

ing and promoting our value to patients and to the community. Our history attests to our ability to think strategically and plan proactively. In 1994, a committee report described strategic plan- ning as being essential to AORN’s future.“ In that report, past AORN presidents recalled the strategic planning process and its meaning to our future. Many of their comments and concerns are relevant today. Past President Carol Applegeet, RN,

Our future lies in demonstrat-

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MAY 1999, VOL 69, NO 5

MSN, CNAA, CNOR, FAAN, referred to changes in periopera- tive nursing practices and the rapidly changing health care environment, two issues that are as pertinent today as when they were published.

Perioperative nurses have always been savvy change agents because we have a shared image of what is important. Henry

Mintzberg wrote,

Many of the great strategies are simply great visions. And great visions can be a lot more inspirational and effective than the most cure- fully constructed plan.’

Our vision to become patient advocates is the guiding principle

that is captured in AORN’s strate- gic goals, and our future is brighter as a consequence of that doctrine.

PATRICIA C. SEIFERT RN, MSN, CNOR, CRNFA

PRESIDENT

President Seifert can be contacted by telephone at (800) 755-2676 x 311, by e-mail at [email protected], or by fax at (703) 237-1259.

NOTES

Management 5 I (January 1999) 63-69.

Management Revolution (New York: Alfred A. Knopf, Inc, 1987).

3. Binder, “Being strategic,” 63-69. 4. “Strategic planning essential to AOR”s future,”

(Committee Report) AORN Journal 59 (January 1994) 1. E K Binder, “Being strategic,” Association

2. T Peters, Thriving on Chaos: Handbook for 45-58. 5. H Mintzberg, “Noteworthy quotes,” Strategy &

Business 14 (First Quarter 1999) 77.

Women: Test Your Knowledge About Cold, Flu Treatments The American Lung Association is encouraging women to visit its web site to test their knowledge of cold and flu treatment options, according to a Jan 19, 1999, press release from the American Lung Association. Recognizing the value of pre- serving women’s health and the need for straight- forward, reliable advice, the American Lung Association has launched the Ther-MOM-eter cam- paign to help busy women cut through the usual clutter of cold and flu tips and focus only on med- ically proven guidelines for prevention tips and treatment options.

able at www.lungusa.org, is based on the American Lung Association’s Cold and Flu Guidelines, which were developed by a team of medical experts. The guidelines explain the differences between colds and flus, how the two types of illnesses are transmitted, and how they can be prevented and treated.

women miss more than 13 million days of work due to the common cold and more than 33 million days due to influenza. In addition, women today head more than 29% of all US households, an increase of 133% since 1970. This, in addition to an increase of working women, makes staying healthy during cold and flu season even more important for women, according to the release.

The Ther-MOM-eter cold and flu quiz, avail-

According to the release, each year American

To prevent catching a cold or flu, the American

Lung Association recommends washing hands regu- larly and avoiding close contact with people who are sick. If you already have a cold or flu, however, the association says early treatment is essential and rec- ommends the following tim. - .

Take acetaminophen, which is less likely to im- tate the stomach than aspirin or other nons- teroidal anti-inflammatory medications such as ibuprofen. Do not “starve a cold and feed a fever.” Instead, increase fluids and stay well hydrated to prevent dryness of the nose and throat. Stay home. Going to work with a cold may not prolong symptoms but it does pose a risk of pass- ing the infection to others. Natural alternatives are widely touted as altema- tive therapies for colds and flus; however, there is no significant clinical evidence that herbal treatments or even large doses of vitamin C and zinc are effective. Do not smoke. Smoking increases the risk for colds and flus. Inhaled smoke further irritates the air passages, worsening a cough and prolonging other symptoms.

Cold/Flu Season Takes Its Toll on Busy Women (press release, New York: American Lung Association, Jan 19, 1999) 1 -3. Available from h @ : / M . lungusa. or.presd lung-didmom0 1 19. html. Accessed 15 Mar 1999.

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