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Roy L. Simpson
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when nurse executives make information technology (IT)-related
decisions (The Economist, 2009).
Planned obsolescence, a business
strategy embraced by technology
providers worldwide, requires that
designers engineer obsolescence
into their products (The Economist,
2009). Technology providers wholeheartedly embrace the concept to
ensure market demand, and its
associated revenue streams, will be
timed to occur as current products
are phased out or sunseted (The
Economist, 2009). That cycling
back makes each and every health
care facility in a near-constant
process of technology selection,
evaluation, deployment, and replacement knowing obsolescence
can trump at any time the processes. This practicality differentiates
Simpsons model from Effkens
model.
While the life cycle looks simple enough, its overlay with content, outcomes, nursing informatics intervention, and client factors
makes for a complexity not seen in
other health care executive decision making. These decisions form
inside a context that includes cultural, economic, social, and physical requirements. Adding an outcome orientation to the decision
allows cost, quality, safety, and
satisfaction layers to the discussion. The influence brought to
bear by nursing informatics layers
the decision again as content
structure and information flow
considerations impact the technology under consideration. Finally, the client factor overlays the
decision with considerations pertinent to client or discipline behaviors and characteristics. This
decision-making process mirrors
the one described in the Informatics Research Organizing Model (Effken, 2003).
The critical decisions required
to organize and prioritize patient
care against a complex backdrop
of quality and patient safety issues
hinges on the use of a wide range
of advanced technologies optimized for nursing. CNEs respon-
278
Study Purpose
The purpose of this study was
to identify and validate the gaps
existing between selected CNEs
self-ascribed lived experience information technology competencies and those laid out by AONE.
Technology competencies are not
just a part of CNEs responsibilities; this understanding and its
related skills are critical to CNEs
institutional and organizational
leadership. While a thorough understanding of technologys impact on patient care remains the
responsibility of nurse informaticians, CNEs will need to possess a
broad, working knowledge of IT to
safeguard patient care outcomes.
The nurse informaticians role is
to carry the vision of the CNE and
nursing leadership team forward
to application through technological innovations. Given the critical
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nature of nursing input to the purchase, design, and utilization of systems, baseline information about
needed nurse executive competencies could inform educators and
professional organizations about
the needs for nurse executive education in the IT and nursing informatics arena (Cerner, 2010). CNEs
may need more sophisticated
technology-related competencies
and expertise if they are to harness
the power of computing to demonstrate the quality and financialrelated advantages that nursing
brings to patient care.
Methodology
Before interviewing the CNEs
participating in this study, the
author submitted an application
for the conduct of research using
human subjects, which was approved by the American Sentinel
University Institutional Review
Board.
The studys sample population
was limited to members of the
Health Management Academy
(HMA), which includes senior
executives working at Americas
leading integrated delivery systems
(IDSs). No eligible CNE from an IDS
using HIT from Cerner Corporation
was included in the research.
A Confidentiality Agreement,
which was signed by each informant prior to the interview, stipulated the coded data would not be
released to anyone and the identity of the informants would not be
revealed.
To protect the informants privacy, the MP3 files of each interview were associated with an
alpha-numeric code. This code
traveled with the digital file when
it was sent to a professional service for transcription.
To better understand CNEs
roles in the lived experience of
this complex decision making, the
investigator conducted ethnographic interviews of seven CNE members of the HMA. Membership in
the academy reflects the CNEs
affiliation with the countrys leading health systems and corpora-
279
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data analysis dwindled with
more informant comments focusing on the use of statistical data
mining and dashboards, an
advanced and more complex form
of data analysis.
During the CNEs interviews,
an 8.5 x 11 inch sheet of ruled
paper was divided into two
columns. The first column consumed the left one-third of the
area with the remaining twothirds forming a second column.
Handwritten notes taken during
the interviews filled the second
column, leaving the left-hand column open for later analysis. These
handwritten notes served as a
backup resource to the electronic
recordings made of each CNE
interview.
After each interview, the notes
were read and the conversation
recalled in terms of a keyword
search. As keywords emerged
from the conversation, themes
came into view. Building on the
iterative nature of ethnographic
interviewing technique, each previous interviews keywords and
themes were used to enrich subsequent interviews.
Once all seven interviews
were completed, each interview
was read completely to scan for
content. A second reading focused
on context. A third reading pinpointed keywords and emerging
themes, which were captured on
sticky notes. The use of repositionable notes proved to be a key
element of the analysis process as
the review continued over several
days. Keywords and trends naturally led to trends and patterns of
comments.
To conclude the analysis, an
exercise that pinpointed evidence
of each AONE-recommended information technology was conducted. This analysis showed the CNEs
demonstrated competencies in
each required area with one exception. As a group, the CNEs did not
demonstrate an awareness of societal and technological trends, issues,
and new developments as they
relate to nursing (AONE, 2011).
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The Data
Using keywords and exemplars to expand on CNEs themes
gave context to the data. Themes
and associated keywords are summarized in Tables 1 and 2. Themes
aligned with the keywords and
exemplar quotes from the seven
interviews are identified in Table 2.
Analysis
Interview data. During analysis
of the CNE interviews, five dominant and often interwoven themes
emerged: technology knowledge,
collaboration, HIT selection, executive leadership, and standardization.
Each of these themes represented
overarching areas of concern for the
CNEs, who demonstrated competency in each of the AONE-recommended IT competencies with one
exception. That exception centered
on the CNEs lack of awareness
about societal and technology
trends, issues, and new developments as they related to nursing.
Technology knowledge. CNEs
lived experience, as expressed
through a series of seven ethnographic interviews, validated the
opinion voiced in the literature
that nurse executives lack the
foundational knowledge of technology needed to understand,
appreciate, and leverage rapidly
advancing technically based capabilities (Ball et al., 2010). The interviews indicated CNEs have
chosen to bypass amassing deep
technology knowledge, instead
relying on emotional intelligence
and dependencies on nurse informaticians and chief information
officers (CIOs), to exert nursings
influence into HIT decision making. CNEs lived experience aligned with the trend for nurse
leaders to look to nurse informaticians and clinical nurse specialists (CNSs) to provide the deep
technology knowledge they lack
(Westra & Delaney, 2008). Statements such as, I depend on my
nurse informatician to give me the
information flagged this dependence.
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Table 1.
Trending of Themes from CNEs Interviews
Theme
Technology knowledge
Interview
1
Interview
2
Collaboration
Executive leadership
Health information
technology selection
Interview
4
Interview
5
Interview
6
X
X
X
X
Standardization
Technology vision
Interview
3
Interview
7
5
X
Frequency
of Mention
3
X
Challenges
Chief nursing
information officer
Workflow
Leadership
Benchmarking
Nursing vision
Driving improvement
Technology leadership
Technology priorities
Technology innovation
Return on investment
Communications
Metrics
Keys to success
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Table 2.
Themes and Associated Keywords from CNEs Interviews
Theme
Keywords
Exemplar Quotes
[The CNE]needs the acumen and the expertise to be an egalitarian partner with
the physician and the medical staff.
Technology
knowledge
There is simply not a vehicle here where people are schooled [in technology] within
the organization.
Schooled,
schooling, current
knowledge, staff
education,
physician leader,
dependence on
others, competency
I pulled the nursing team together and we trained 10,500 people. It cost more than
$2,000,000.
there is more focus around understanding from a chief nursing officers
perspective what it takes to deliver care to patients, what the organizations and
nursings plans are for changing that care delivery and then understanding the points
at which technology helps to assist in that process and facilitate the care.
Im not very technically competent. As I look at the things I would have done
differently, I would have recognized that I needed to be smarter [about technology]
sooner.
HIT selection
Challenges
Chief medical
information officer
(CMIO)
They strategize with me and we get what we need into the strategic plan but the
overarching power comes from the CMIO and what the doctors want.
Bad processes,
misunderstandings,
physician-centered
One of the big challenges is that we have really bad processes within organizations.
We think implementation of a technology will fix a bad process.
[I am] the person most influential in impacting what our strategic future is using
technology for care, and for nurse and patient safety.
As a CNE, one of my struggles has been is that were going to not just adopt
[technology]. I find I have to insert myself into groups who think they understand
what that process or system might need to look like when they really dont
understand it.
Chief nursing
Partnered
information officer
We were able to develop nursing informatics roles in this organization and develop
a career ladder that never existed. It wouldnt have existed if we hadnt partnered to
be to that
Chief information
officer (CIO)
Chief information
officer change
We recently changed the CIO. [The] prior CIO was someone who centrally believed
he could make all the decisionsand he partnered with no one.
Workflow
Common goals
The way the work gets done is we have an agreed upon set of structures and
processes that are inclusive of nursing and ancillary and physician leaders in the
organization. We have those discussions that we need to have around our common
goal which is caring for patients.
Leadership
Aggressive,
knowledge base,
politics
Benchmarking
Data-driven, payers
You have to be data-driven. You have to be able to turn the data into information.
Nursing vision
Quality indicators,
quality improvement, engagement
[My] vision of nursing [is to be able to] trace back quality indicators [to show] how
the nurses and the assistant personnel either helped or didnt help in the delivery of
that care.
[The] CNE engages end users at all levels to help understand the care and
processes that need to be delivered, in setting that vision for what they need and
then [accounting for] outside forces that end users may not truly understand. You
take the information from those who pay us and who set other expectationsand
then transfuse that into your organization by sharing that knowledge.
continued on next page
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Table 2. (continued)
Themes and Associated Keywords from CNEs Interviews
Theme
Keywords
Exemplar Quotes
Health
information
technology
selection
Implementation,
rollout, evaluation
When I was at a freestanding hospital, I was very involved in the selection process.
Driving
improvement
Inquisitive
As a chief quality officer, I was very inquisitive about how to get data out of the
system and use it to drive improvement.
Collaboration
Data analysis,
governance,
physiciandominated, strategic
plan, CIO, strategic
plan, change
initiatives
chief patient safety officer who has become very involved in analyzing the work
thats going on and how it might contribute to errors. He measures adverse events
related to anything in the electronic health record.
Youve got to do more build. Youve got to revise based on end users
feedbackwe are not ready to implement this.
I, myself, do not spend time evaluating. I depend completely on my staffto make
recommendations.
Standardization
Baseline
They [multiple hospitals in the IDS] all want something differentThe standards
and processes have to be the same.
Technology
leadership
Development,
learning, teaching,
informatics
Weve had two major developments related to nursing and patient care, and the
creation of the patient engagement and education record that reflects the
multidisciplinary aspects oflearning across the continuum. We led the [predevelopment] conversations
Technology
priorities
Triage, shared
priorities, continuum
of care, risk
stratification
Executive
decision making
Governance,
lobbying, emotional
intelligence
I would want to make sure that [the CNE candidate] had a very high score in terms
of emotional intelligence. [That would be] critical in a place like this.
Technology
innovation
Engineering
Executive
leadership
Integrity, executive
secession, informal
dialogue, visibility
My nurse informatician and I have mutual integrity. I completely trust that what the
people are reporting to me is accurate.
Keys to success
Relationships
[CNEs] may have the knowledge and be superbbut where they fail is in creating
relationships that are effectivewhether its [with] financeorITor the person in
charge of facilities.
Standardization
Leading, informatics Much of the work that Ive been involved in [is] leadingaround standardization of
infrastructure
practice and elimination of variation. [We are] pushing toward role clarity and
[seeing] how that gets expressed through the use of technology.
continued on next page
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Table 2. (continued)
Themes and Associated Keywords from CNEs Interviews
Theme
Keywords
Exemplar Quotes
Return on
investment (ROI)
Cost of ownership,
achieving ROI
The executive group and the executive steering group of informatics look at
ROIThat discussion happens both at the steering committee level and the senior
executive level.
Communications
Alignment, social
media, listening,
needs
Our metrics are showing that at the VP, AVP, and director levels, we have very good
alignment in terms of the staff understanding the strategic direction and the purpose
behind it. But we have a drastic falloff at the supervisor and below level.
Were using social media [to communicate] more effectively with our employees.
Were now segmenting and tailoring our message, so that some of our
communication [about nursing and technology] can be global.
Metrics
Drowning, process
focus, outcome
focus
Gap Analysis
A gap analysis of the CNEs
HIT-related competencies and
AONEs recommended IT competencies were conducted. The majority of CNEs self-described their
technology competencies as aligned with the AONE-recommended competencies. Six of the seven
CNEs lacked a critically important
recommended competency: being
able to demonstrate awareness of
societal and technological trends,
issues, and developments as they
relate to nursing. This overarching
deficiency, when coupled with
CNEs lack of historical technology
knowledge, prevented CNEs from
fully engaging in HIT-related decision making. Table 3 shows the
CNEs alignment with AONEs recommended information technology competencies.
Key Findings
The CNEs pointed out two
ways they are marginalized in the
evaluation and selection of clinical information systems. First, the
CNEs found their review responsibilities limited to the functional
level; that is, looking at the systems features, rather than their
ability to advance nursing practice. Second, the CNEs explained
that a CMO-led physician contingent guided IT decision making,
284
nurses want to measure process rather than outcome. Getting that change in
view pushed through the entire organization is critical. Process measures are great
but youve really got to focus on outcomes and pushing that down to the unit level.
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Table 3.
CNEs Alignment with AONEs Recommended Technology Competencies
Competency
285
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to their executive decision making,
most did not demonstrate an
awareness of societal and technological trends, issues, and new
developments as they relate to
nursing. Considering the CNEs
cited technology knowledge, or
more precisely, a lack of technology knowledge, as their top concern,
it was particularly disconcerting to
see they did not demonstrate an
awareness of technology direction
and trends related to nursing.
AONEs list of IT competencies offered CNEs a point from
which to begin amassing baseline
technology knowledge. For example, the competencies, such as
being able to use email, word processing, spreadsheet and Internetbased programs, demonstrate only
baseline knowledge. Baseline competencies do not indicate the level
of knowledge and technical sophistication the CNEs needed to
evaluate, select, deploy, and utilize evidence-based HIT in system
CNE roles of IDSs.
The AONE baseline competencies do not address key aspects
of executive decision making relative to HIT, such as science-based
workflow, evidence-based architecture, and utility corporations.
The complexity of modern nursing
care requires a much deeper understanding of technology capabilities
and options if CNEs are to actively
participate and lead or influence
executive-level decisions related
to the evaluation, selection,
deployment, and utilization of HIT
in IDSs (Nurse.com, 2011). The
research did not attempt to gauge
the nursing informatics expertise
of nurses outside the CNE ranks.
Nor did the research examine
nurse informaticists knowledge of
CNEs employed in settings other
than multihospital network IDSs.
The study did not address the frequency or appropriateness of
CNEs decisions to delegate decision making, responsibility, and/or
accountability to the integrated delivery systems IT organization.
Each of the CNEs participating
in the research demonstrated com-
286
Conclusions
Despite the fact that few traditional graduate programs in nursing and business teach these fundamental deep technology-related
competencies, CNEs sit at the
executive table during technology
evaluations and routinely find
themselves ill prepared to debate
with their physician counterparts
the functions of the clinical information systems. Specifically, CNEs
must view these advanced technologies from a strategic and operational perspective that fine-tunes
the systems architectural design,
workflow, and processes for deployment in the patient care envi-
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NEs sit at the executive table during technology
evaluations and routinely find themselves ill
prepared to debate with their physician counterparts
the functions of the clinical information systems.
Credentialing organizations
and accreditation agencies, such
as AONE Certification Center,
National League for Nursing
Accrediting Commission, American Nurses Credentialing Center,
and the Commission on Collegiate
Nursing Education, would be well
served to crystallize educational
content to address CNEs lack of
technology knowledge in curricula
and certification. No longer can
nurse executives at the highest levels depend exclusively on AONE
competencies as they outsource
their responsibility for information
technology knowledge to nurse
informaticists, chief information
officers, and physicians. To do so
would be to relegate the legions of
nurses they lead to a subservient
position in the value chain of
health care providers, marginalizing the profession. $
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