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ANA code of ethics in nursing

Published by admin at February 16, 2023
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  • ANA code of ethics in nursing

 

a. Define the ANA code of ethics in nursing with history of code of ethics.

d. Provide an ethical decision-making process on how to deal with the ethical dilemma or problem you have encountered.

e. Use Quality & Safety Education for Nurses (QSEN) in your presentation, How these competencies are useful in giving high quality nursing care?
According to the ANA, there are six focus-area competencies in QSEN:
• Patient-centered care –
• Evidence-based practice –
• Teamwork and collaboration –
• Safety –
• Quality improvement – Collaborative Care
• Informatics –

Sample Solution

The American Nurses Association (ANA) Code of Ethics for Nurses with Interpretive Statements, originally published in 2001 and revised in 2015, is a “dynamic guide” that establishes standards of professional nursing practice. The code reflects the ethical values that underlie nurses’ day-to-day actions as well as their long-term commitment to the profession. It sets forth ethical values, obligations, and commitments to ensure high quality care for all people receiving nursing care. The ANA began publishing its code of ethics in 1950. In 1985 the first edition was published and it has since been regularly updated to maintain relevance with current practices in healthcare. This latest version which was released in 2015 was created after an extensive review process by a panel of experts from various fields including nursing, law, philosophy and bioethics among others. The revision also incorporated public comment from both nurses and other stakeholders to ensure that this powerful document captures the intent of modern ethical thinking within Nursing practice today.

Ethical Decision Making Process:

1.)Identify & Clarify Dilemma – Identifying what type of dilemma or problem you are faced with will help you focus on how best to approach making an ethically sound decision. Consider questions such as “What is at stake?” or “Who do I need to reach out to for advice?”

2.)Gather Information – Gather relevant facts about the situation such as relevant laws/regulations; policies; research data etc., which can provide more clarity regarding any potential conflicts or issues between competing interests.

3.)Analyze Options – Generate possible solutions based upon your analysis of information collected in step two. Be sure these solutions reflect preferences/values stated explicitly within ANA’s Code Of Ethics.

4.)Evaluate & Choose Solution – Use evidence-based knowledge from prior steps along with own experience/knowledge base & moral principles outlined within ANA’s Code Of Ethics when weighing options presented through previous step.

5.)Review Results – Reflect on outcomes either positive or negative before implementing future decisions utilizing similar processes.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The American Nurses Association (ANA) Code of Ethics is a set of ethical standards that guides the practice of nursing. The code was first introduced in 1950 and has since been revised several times to reflect changes in the profession. It defines the duties nurses owe to their patients, colleagues, employers, and society as a whole. This includes promoting patient well-being, advocating for access to healthcare services, protecting patient privacy and autonomy, respecting each person’s dignity and rights, maintaining professional competency

 

 

 

 

The CEO has demonstrated a lack of ability to communicate detail when unveiling a vision for the future of the organization. The CEO frequently discusses ideas for the future of the organization with the leadership team and has the ability to create excitement among the leaders about new ideas and projects. However, there is a lack of follow through and detail regarding how these objectives will be met. This includes failure to give deadlines for having elements of a project finished, so leadership does not have a timeline for achieving many of the objectives required in order to make the CEO’s vision a reality.

The CEO has a tendency to overlook the reality of a situation and ignore certain truths when they contradict an idea he has for how he would like the culture of the organization to be perceived. When there was an increase in patient falls on the units with the largest nurse and nursing assistant staffing shortage the CEO decided to put a process in place where the nurses for the patients had to go and explain the circumstances surrounding the fall and sign a corrective action plan and coaching form related to fall prevention. The issue of falls occurring because of not enough staff came up frequently during these meetings but the CEO instructed the leadership that the idea of staffing shortages creating unsafe working conditions for both patients and staff could not be supported or encouraged. This led to a culture where the staff felt that there input was not valued by the leadership team and was viewed as a contributing factor to continued staff turnover.

 

 

The CEO has overburdened the middle management and taken advantage of their loyalty and belief in his vision for the organization leading to burnout for unit managers. The middle management strives to achieve the outcomes required to achieve the visions for the organization that have been presented by the CEO. There are several barriers however to achieving these outcomes, including a clinical staff shortage and lack of feedback on processes and outcomes that are achieved, which has lead to misunderstanding among the leadership team and a lack of direction. All of these barriers been a cause of lack of motivation among the middle managers and have contributed to a culture where the leadership is has become less responsive to staff needs.

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