1697 research outputs found
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Athletic Trophies, undated
No full textThis photo features an unknown staff or faculty member with two athletes admiring Franklin University\u27s collection of athletic trophies.https://fuse.franklin.edu/athletics/1013/thumbnail.jp
Student Perceptions of Doctoral Faculty Advisors and How They Support Motivation in an Online, Professional Doctorate Program
No full textStudent perceptions of Doctoral Faculty Advisors (DFAs) and how they support motivation in an online, Professional Doctorate (PD) program were investigated in this dissertation. The purpose of this qualitative case study was to explore how DFAs support online doctoral student motivation to progress in their PD at a private, professionally-focused university. The conceptual framework of Tinto’s (1975, 2012) Student Integration Theory and Deci and Ryan’s (1985, 2012a, 2012b) Self-Determination Theory guided the investigation of several identified gaps in the literature relating to doctoral student attrition. Specifically, gaps in the literature directed additional research towards online, non-traditional, PD student perceptions of factors which contribute to their feelings of isolation and motivation, academic and social integration, student-faculty relationships, and faculty advising. Five themes emerged from 16 semi-structured interviews: (1) DFA-Student Pairing Process and Expectations, (2) Academic Integration, (3) Social Integration, (4) Motivation, and (5) Non-traditional Student Experience. Implications to practice were identified to improve services offered by DFAs at the university. One recommendation of this study was to increase the sample size. In addition, it was recommended that the study be replicated at similarly populated universities. Other recommendations were to explore student demographic correlations in the DFA-student relationship, DFA commitment, DFA perceptions, resiliency and its connection to the DFA-student relationship, and institutional program evaluations of offered services and programs to meet the needs of their student populations’ motivation. A final recommendation of this study was to include multiple research methods to increase triangulation. These recommendations will support the continued development of DFA-student relationships
Prescribing Protocol for Postoperative Opioids in an Orthopedic Spine Practice
Get PDFProblem: The opioid epidemic is magnified by excessive post-surgery prescriptions. Over six months at an orthopedic spine practice, 50% of patients received two or more opioid refills beyond their first. This highlighted the absence of a clear prescribing policy and emphasized the need for a structured protocol and to promote patient safety.
Aim of the Project: The primary aim was to implement a prescribing protocol to lower opioid refills provided to post-surgical patients in this surgical practice. The desired result was to reduce the number of opioid refills provided to patients after surgery.
Review of the Evidence: Evidence highlighted substantial support for prescribing protocols. Utilizing specific post-surgery opioid prescribing methods may reduce opioid use and refills. The project protocol, modeled after the University of Michigan’s Pain Management Toolkit patient agreement, was developed using multiple national guidelines.
Project Design: This quality improvement project employed the Institute for Healthcare Improvement’s Plan-Do-Study-Act model. After each cycle, the team analyzed data to pinpoint areas for improvement. The OhioHealth Change Management model tools were crucial in steering the change process. Challenges were discussed in brainstorming sessions, and solutions were devised and implemented to address these obstacles.
Intervention: Before surgery, patients signed the project protocol which was reviewed once more on the day of surgery. This protocol encompassed a weaning plan and highlighted alternative pain control methods. At each post-operative check, surveys gauged pain levels and compliance, ensuring consistent adherence.
Significant Findings/Outcomes: The first outcome aimed to reduce the number of opioid refills prescribed by 75%, and it surpassed this goal by reaching 97%. The second outcome was achieved, ensuring all patients requiring medication beyond eight weeks were referred to pain management or primary care. Additionally, 97% of patients signed the protocol prior to surgery.
Implications for Nursing: This project aligns with the Six Aims of Healthcare Quality outlined by the Institute of Medicine and promoted by the Agency for Healthcare Research and Quality: to provide care that is safe, effective, patient-centered, timely, efficient, and equitable. Additionally, in line with the Institute for Healthcare Improvement\u27s Triple Aim, the project protocol advances better patient outcomes, improves the patient experience, and addresses the opioid crisis by reducing over-prescribing post-surgery
Baseball Players, undated
No full textThis photograph features three Franklin University baseball players posing for the photographer.https://fuse.franklin.edu/athletics/1062/thumbnail.jp
Coach Walking to Field, undated
No full textThis photograph features a Franklin University baseball coach walking to the field.https://fuse.franklin.edu/athletics/1067/thumbnail.jp
Students and Instructor in Drafting Class, undated
No full textThis photograph features students and an instructor (standing) in a drafting class.https://fuse.franklin.edu/ymca/1010/thumbnail.jp
Effects of Experiential Learning Via Student-Run Marketing Agencies on Student Soft Skills Through the Experiences of Current Students, Recent Alumni, And Hiring Managers
No full textThis paper aims to understand the marketing workplace soft skills gap and address the possibility of closing that gap through the implementation of a student-run marketing agency at institutions of higher learning. A 2016 report from Payscale.com suggests that employers feel like new graduates lack the ability to think critically, to work in teams, to communicate effectively, and to persevere through challenging times (also known as grit) and more. This soft skills gap is being addressed at institutions through various means, but one of the ways is through experiential learning where students practice the skills they would use in their given field through the completion of projects that parallel the workplace experience. One way to implement experiential learning in the marketing world is through a student-run marketing agency. These agencies put students in control of their own business that can take on clients. Students in these agencies learn critical thinking, teamwork, communication, and more through these experiences while helping local businesses. These agencies could be a solution to solving the workplace soft skills gap and serve as a winning solution for employers, students, and higher education
The Emotional Impact of Registered Nurses in Virginia and Maryland During the Coronavirus Disease (COVID-19) Pandemic in Early 2020: A Qualitative Study
No full textThe World Health Organization (2022) declared the coronavirus disease (COVID-19) pandemic in early 2020. The disease was more contagious than previous coronavirus diseases (Davies et al., 2021) and spread rapidly in humans (World Health Organization, 2022). Health care personnel acted as first responders. Registered nurses were only a group of health care workers that experienced challenges associated with a lack of medical resources and state actions on pandemic response. Literature on American nurses during the COVID-19 pandemic described a shortage of nurses (Xu et al., 2020; Andel et al., 2022), turnover rates (Butler et al., 2021), attitudes toward COVID-19 safety and protection strategies (Huffman et al., 2022; Lyman et al., 2022), attitudes toward poor mental health (Kim et al., 2021; Van Wert et al., 2022; Burstyn & Holt, 2022), moral distress (Lake et al., 2022), fatigue, insomnia and sleep quality (Pignatiello et al., 2022; Kim-Godwin et al., 2021), and traumatic stress (Hernandez et al., 2021). This exploratory study examined how registered nurses in Virginia and Maryland coped with the emotional impact from the beginning of the COVID-19 pandemic in early 2020 to manage their emotional health and well-being. Fifteen registered nurses participated in 30 to 60 minutes interviews where they answered semi-structured questions. Results showed an in-depth look at the emotional impact of the COVID-19 pandemic by identifying data collected in four themes (employer, state action on the COVID-19 pandemic, emotions, and support systems) and five sub-themes (health care system, pandemic response, key lessons, coping mechanisms, and key advice). Based on the data collected, this author drafted recommendations to leaders and practitioners and direction for future research
Leadership Coaching and the Myth of the Rational Client
Get PDFThis paper will address the issue of whether or not the clients of leadership coaches think and act in completely rational ways. It explores the question using a lens derived from the fields of Behavioral Economics and the Brain Sciences. Beginning with a look at the origins of the idea of rationality, this work proceeds to consider what’s really at issue, why it matters, and the possible trap posed by assuming strong client rationality. The paper concludes by posing options for resolution of the rationality myth by exploring the concepts of heuristics, bias, anchoring and priming. The paper concludes with suggestions for what leadership coaches can actually do to improve their work with clients and a short summary of the main ideas
The Paradox of Leadership Coaching in a VUCA World
Get PDFWhat does it feel like to be living right in the middle of a major paradox? Disorienting? Confusing? Unbalancing? One of the definitions of a Paradox is a situation, person, or thing that combines contradictory features or qualities. For many organizational leaders today dealing with paradox has become a recurrent feature of executive life. The contradictory features may arise in the form of a choice between apparently diametrically opposed alternatives. In fact, in the worst case, the best available options might all be equally undesirable. This uncertainty over paradox seems to be reflective of the many quandaries confronted by leaders in the current era. Paradox often takes the form of how to best deal with the outwardly apparent oppositional answers to challenging organizational issues. Among these paradoxical questions are: How can leaders not only survive in tumultuous times but also thrive well into the future? And, what can leadership coaches, who work with these perplexed leaders, do to help them better understand and handle all the ambiguity and confusion that surrounds them on a daily basis? This paper will address these questions as well as offering a perspective for understanding the complex leadership quandary that many leaders now find themselves in. Additionally, positive recommendations will be provided for dealing with this difficult and challenging dilemma. Beginning with a discussion of the new term VUCA, the paper will discuss its origins and what leaders and coaches need to know about it. Next, the work will look at the threats and opportunities VUCA poses. This will be followed by sections on how VUCA might affect the leader-coach relationship and special considerations for coaches. The paper will conclude with specific guidance for coaches and a wrap-up summary