Hidden complications: A case study in peripheral arterial disease

By Pamela Anderson, MS, RN, APN-BC, CCRN, and Terri Townsend, MA, RN, CCRN-CMC, CVRN-BC

Jan Smith, age 59, is admitted to the coronary intensive care unit with an acute inferior myocardial infarction (MI). Recently diagnosed with hypertension and hyperlipidemia, she smokes a pack and a half of cigarettes daily. She reports she has always been healthy and can’t believe she has had a heart attack. (Note: Name is fictitious.)

On physical exam, the cardiologist finds decreased femoral pulses bilaterally and recommends immediate cardiac catheterization. Fortunately, primary percutaneous coronary intervention (PCI) is readily available at this hospital. PCI is the preferred reperfusion method when it can be provided by skilled cardiologists in a timely manner. (more…)

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Clinician Resources: Patient Safety, Ostomy, Wound Management

This issue’s resources include patient tools and new guidelines.

Improving patient safety

Research suggests that adverse events affect patients with limited English proficiency (LEP) more frequently, are commonly caused by communication problems, and are more likely to result in serious harm compared to adverse events affecting English-speaking patients. Your hospital can take steps to reduce risks of adverse events for patients with LEP with “Improving patient safety systems for patients with limited english proficiency: a guide for hospitals,” from The Disparities Solutions Center, Mongan Institute for Health Policy at Massachusetts General Hospital, Boston, and Abt Associates, Cambridge, Massachusetts. (more…)

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Mastering the art of meetings

By Toni Ann Loftus, MBA, RN, MHA

Meetings are a powerful communication tool. They bring together people who can look at an issue from their own unique perspective and contribute to a solution acceptable to many disciplines. Generally, meetings are held to:

• discuss common issues
• brainstorm ideas for solving specific concerns
• make collaborative decisions about a shared concern or problem. (more…)

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How to fit in fast at your new job

By Gregory S. Kopp, RN, MN, MHA

A new job can be stimulating, but it can also be stressful. Not only will you have new responsibilities, but you’ll also have a new setting, new leaders, and new colleagues. And the quicker you can figure out who’s who and what’s what—without stepping on anyone’s toes—the better off you’ll be.

But establishing positive relationships while performing your new job well can be tricky. And early missteps can have a lasting effect on your working relationships and your effectiveness. That’s why I recommend using the four tactics below, starting on day one. (more…)

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Forging a communication bond with prescribers

By T. Michael Britton, RN, NHA, WCC, DWC

As wound care professionals, we’ve all experienced a time when we felt that our patient didn’t have the appropriate wound treatment orders. However, the physician, nurse practitioner, or other prescriber wouldn’t follow your recommendation. This situation is not only frustrating but can delay the healing process. This article explores why a prescriber might not follow your recommendation and offers solutions. It focuses on physicians, because I’ve had the most experience with them. (more…)

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Wounds on the Web: Accessing the best online resources

By Donna Sardina, RN, MHA, WCC, CWCMS, DWC, OMS

Knowledge is exploding online, making it essential that you’re comfortable using the Internet. You can also go online to save time and find a job, among other tasks. (See Online value.)

However, you also need to keep in mind that anyone can put information on the Internet. As the caption of a cartoon by Peter Steiner, published in The New Yorker says, “On the Internet, nobody knows you’re a dog.” (more…)

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How to keep your communications professional

By Kathleen D. Pagana, PhD, RN

As clinicians, we’re proud of the expert care we provide patients. But we also know that just doing our job isn’t enough to advance our careers. Mastering good communication skills is essential for all clinicians at all career stages—especially with today’s flatter organizational structures and more participatory management styles. Knowing how to communicate in a professional manner can give you the edge you need for career advancement.

Opportunity rarely knocks any more. Instead it may present as a phone call, voice mail, e-mail, or text message. Be sure to use proper etiquette with all communication forms.

Speaking with managers

When dealing with your manager, use a solution-focused approach. Don’t be a complainer. Some communication experts point out that people complain about things they can do something about—not things they have no power over. For example, they don’t complain about their foot size because there’s nothing they can do about it. Yet people often complain about their jobs because they’re unwilling to take the risk of making a change.

We need to take charge of our lives. We can accept the fact—without complaining—that we’re making the choice to stay where we are. Or we can make a request or take action to achieve a desired outcome. Suppose you work on a clinical unit and disagree with the way your manager makes clinical assignments. You have several options:

  • Complain to coworkers and make the workplace miserable for others.
  • Speak with your manager and make suggestions for improvement.
  • Leave your job and go elsewhere if you can’t work with your manager to make things better.

If you decide to stay in your job, accept the fact that you’ve made that choice. Take responsibility for it and stop complaining.

Speaking on the phone with physicians

For clinicians who are not physicians, the key to effective communication with physicians is to remember you’re an important member of the healthcare team. An effective way to guide your communication with physicians and other colleagues is to use a tool such as SBAR (Situation, Background, Assessment, Recommendation). Say, for instance, you want to suggest the doctor order an anxiolytic for your patient. Here’s how you might do it using SBAR:

Situation: “Mrs. Smith is complaining of severe anxiety.”
Background: “She is 1 day post-op from a lumbar laminectomy.”
Assessment: “She is alert and oriented and her vital signs are stable. She has no numbness or tingling in her extremities.”
Recommendation: “She said she takes lorazepam 2 mg orally at when she’s anxious. Would you like to order something for her?”

Before ending the conversation, repeat and clarify the medication order (if the doctor gives one).

Telephone

The sound of your voice and your manners are essential components of phone etiquette. Smile—the smile on your face comes through in your voice. Here are five more tips:

  1. Get yourself organized before placing the call.
  2. Minimize background noise.
  3. Immediately identify yourself. Don’t assume the recipient will recognize your voice.
  4. Concentrate on listening and avoid multitasking.
  5. Schedule phone conversations to avoid playing phone tag.

Voice mail

Voice mail is an efficient way to communicate. Again, five tips:

  1. Always be prepared to leave a message. Jot down your key message points before you call, to avoid stuttering and stammering.
  2. Be concise and to the point.
  3. State your name and the date, time, and purpose of your call.
  4. Enunciate clearly and speak slowly.
  5. State your name and phone number twice at the end of the message so the recipient doesn’t need to replay your message.

E-mail

In many business settings, e-mail has almost replaced letters and memos. In many cases, an e-mail is a recipient’s first impression of you, so follow these tips:

  1. Make the subject line specific. This helps the reader prioritize the message and file it for easy retrieval.
  2. Use a greeting and a close. It’s more polite and less impersonal.
  3. Keep your message concise.
  4. Keep your tone polite and businesslike.
  5. Use your e-mail signature function, which provides several ways to contact you.

Text messages

This form of communication can be the most challenging and unpredictable. Some people send text messages routinely, while others may be unfamiliar with this method. You can’t go too far wrong if you take this advice:

  1. Get to the point quickly. No one wants to read a long message on a mobile phone.
  2. Don’t text during meetings. It’s rude to do so, and others can hear you clicking away or see the light from your screen.
  3. Consider the recipient before using text abbreviations. Some people may not understand text lingo.
  4. Consider the time when sending a text. Although you may be awake at 5 a.m., the sound of your incoming message might disturb a sleeping recipient.
  5. Don’t expect an immediate response to your text. If the message is time sensitive, pick up the phone instead.

Improving the way we speak with managers and physicians can go a long way toward career advancement and professional satisfaction. Common courtesy is just as essential in e-mail, voice mail, and text messages as in face-to-face communication. When you follow the guidelines I’ve given, you’ll elevate your professional communications a few notches.

Selected references
Canfield J, Switzer J. The Success Principles: How to Get from Where You Are to Where You Want to Be. New York, NY: Morrow; 2006.

Kramer M, Schmalenberg, C. Confirmation of a healthy work environment. Crit Care Nurse. 2008 Apr;28(2):56-63.

Pagana K. The Nurse’s Communication Advantage: How Business Savvy Communication Can Advance Your Nursing Career. Indianapolis, IN: Sigma Theta Tau International; 2011.

Pagana K. The Nurse’s Etiquette Advantage: How Professional Etiquette Can Advance Your Nursing Career. Indianapolis, IN: Sigma Theta Tau International; 2008.

A keynote speaker, Kathleen D. Pagana is a professor emeritus at Lycoming College in Williamsport, Pennsylvania, and president of Pagana Keynotes and Presentations. She is the author of The Nurse’s Communication Advantage and The Nurse’s Etiquette Advantage. To contact her, visit www.KathleenPagana.com.

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Defusing lateral violence and abuse

By Julie Donley, MBA, BSN, RN

Renee asks her mentor, Susan, a question. Susan puts her hand near Renee’s face, gesturing for her to “Stop,” and says in a loud voice, “I told you the answer to that this morning. Why are you bothering me again?”

You’re working your shift with Amy, who’s in charge of the unit. She refuses to have a meaningful conversation with you, and ignores you or sighs impatiently when you try to share patient information with her.

These examples reflect lateral (horizontal) violence or abuse in the workplace, defined as violence or abuse occurring between workers. It includes both overt and covert acts of verbal and nonverbal aggression.
Chances are you’ve experienced or witnessed disruptive or inappropriate behavior by a peer or colleague. Intimidation, bullying, insults, humiliation, gossip, constant criticism, and angry outbursts are a few examples. More subtle examples include favoritism, unfair work assignments, inappropriate or unfair evaluations, sarcasm, snide comments, withholding information, holding a grudge, and belittling gestures.
Lateral violence in any form feels bad. It creates fear—and fear causes you to shrink and hold back from being your best. You can’t be productive in a fearful environment. Instead, you may feel violated, anxious, stressed, disrespected, and angry. A response of silence or ignoring the offender is common, but not ideal. Here are some better strategies.

Acknowledge your feelings

Admit to yourself that you’re hurting and something is wrong. Many victims dismiss or minimize the event, or even blame themselves. Resist that temptation. If it feels bad, it is bad. And if you allow the behavior, that person is sure to repeat it—not because she’s a bad person, but because she doesn’t realize her behavior is wrong. If you respond by acting surprised and assuming she doesn’t know what she’s doing and has no idea how her actions affect you, it will be easier to respond professionally and quickly.
If abuse or violence of any form is tolerated, it will continue. And the negative workplace culture will significantly affect the health and well-being of both staff and patients.

Respond appropriately

Here are the four keys to responding appropriately to lateral violence in the workplace—or anywhere else, for that matter.

Manage your emotions

Take a deep breath and pause. Don’t react right away. Self-awareness is crucial to managing your emotions and your responses. Take a time-out if you’ve become emotional. Use calming techniques, such as deep breathing, guided imagery, humor, or prayer. If you try to deal with the perpetrator while upset, you’re more likely to behave unprofessionally. Restrain yourself until you feel able to assert yourself in a professional manner.

Use empathy

Try to find out where the person’s coming from to help understand what’s going on with her that might have triggered her behavior. For example, a person may engage in negative behavior because she’s going through a divorce. (See It’s not about you by clicking the PDF icon above.)
Keep in mind that bad behavior reflects poor self-esteem and serves as a wall to keep people out. It’s also learned behavior. Someone who behaves badly has learned this behavior brings some kind of reward; otherwise, she wouldn’t do it. Perhaps the reward is attention or power. Whatever it is, she gains something from the behavior at others’ expense. Most likely, she’s unaware of this dynamic.
By using empathy, you not only learn more about the offender; that person learns more about herself. Show an interest in why she behaved that way by asking questions; for instance: “I’ve noticed you’ve been more impatient lately. Are you okay? Is there something going on I should know about?” When you’ve gained a clearer understanding of the person, you can set clear expectations and boundaries.

Assert your boundaries

Asserting your boundaries tells others what behaviors are unacceptable. When you assert your boundaries, you honor yourself. When something doesn’t feel right, tell the person directly that her behavior is inappropriate and ask her to stop it. If you say nothing, your silence implies the behavior is acceptable.
Tell the person directly that her behavior is inappropriate. Keep it simple and clear. Use such language as “This doesn’t work for me.” That way, you’re accepting responsibility for your feelings and you’re not making her wrong.
Asserting a boundary might sound like this: “Please lower your voice.” But be careful of the tone you use when making the request. You might ask, “Did you realize you were yelling?” She might not be aware of how angry or loud she is at that moment.

Make direct requests

Tell the person directly how you’d like to be treated or how you want the two of you to work together. Identify what you want instead of what you’re getting—and then ask for it. Don’t assume she knows how to treat you. Determine what your goals are and what you need from her to accomplish what’s expected. If you can, try to establish a mutual goal for you both to work on, such as a more productive relationship so there’s less tension. Clearly communicating your requests informs others of the behavior you expect.

A case of respect

You might not want to befriend people at work, and you don’t have to like them. But each of us deserves to be treated with respect. To get respect, you must give it. If it’s not reciprocated, ask for it. Treat everyone with respect.
If you experience lateral hostility or violence on the job, deal with it directly and immediately. If it happens again, deal with it directly again and report it to your supervisor.
No matter how professional and respectful you are or how assertively you express your boundaries and needs, if your work environment remains abusive and leadership doesn’t address it or do enough to change it, you may need to leave your job. Stop wasting time and energy trying to fix a problem no one else wants to fix. Life is too short, and you deserve better.

Selected references

American Nurses Association. Workplace violence. http://nursingworld.org/workplaceviolence. Accessed July 9, 2012.

Behaviors that undermine a culture of safety. The Joint Commission Sentinel Event Alert, Issue 40, July 9, 2008. www.jointcommission.org/assets/1/18/
SEA_40.PDF
. Accessed July 9, 2012.

Julie Donley is nurse manager for Devereux Children’s Behavioral Health Services in Pennsylvania. She has published hundreds of articles and just released her new book, Does Change Have to Be So H.A.R.D.? Visit www.JulieDonley.com to learn more.

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“We don’t have a Doppler”

By: Donna Sardina, RN, MHA, WCC, CWCMS, DWC

Venous leg ulcers are the most common cause of lower extremity ulcers, affecting 1% of the U.S. population (approximately 3 million people). Annual treatment costs for venous disease in this country range from $1.9 to $3.5 billion.

The gold standard for venous ulcer treatment includes moist wound healing and compression therapy. But before compression wraps are applied, we must determine if adequate arterial blood flow exists—or consequences could be life-threatening.

Raise your hand if you know what ABI is. Now raise your hand if you routinely obtain ABIs for patients. I’ve been asking these questions at wound care seminars around the country for the last 10 years, and the answers are always the same:
Between 50% and 95% of the audience know what an ABI is, but only 1% to 2% say they perform the ABI test. My next question is “Why not?”

The ABI (ankle brachial index) is a non­invasive screening test performed with a handheld vascular Doppler and a blood pressure cuff. This simple test helps determine if you can safely apply compression therapy, aids diagnosis of peripheral arterial disease, and even helps monitor the efficacy of therapeutic interventions.

Numerous standard practice guidelines from various organizations recommend obtaining ABIs to determine arterial blood flow. These organizations include the American College of Cardiology, American Heart Association, American Diabetes Association, Society for Vascular Nursing, Wound Ostomy Continence Nurses, Society for Vascular Medicine, U.S. Preventive Services Task Force, and World Union of Wound Healing Societies.

Instructions for most compression therapy products include indications for Doppler ABI readings above 0.8. So if you don’t get an ABI reading, how can you safely apply these products? A report by Allie and colleagues found that more than 50% of lower extremity amputations occur without previous vascular testing of any type, including ABI.

So why aren’t more practitioners obtaining ABIs? The leading answer: “We don’t have a Doppler.” I understand the dilemma of not having equipment or the funds to get the equipment. But do we want to tell a patient who has just lost her leg, “Oh, sorry. We didn’t have a Doppler”?

It’s our responsibility and duty as WCCs, wound care experts, and health care clinicians to ensure we provide the highest standard of care for patients with venous leg ulcers. So communicate with management, explaining what you need and why you need it. Work with your medical supply company for an extended payment plan. Hold a fundraiser. Consider using the alternative Lanarkshire Oximetry Index procedure. Or send the patient to a wound clinic or other healthcare provider who can perform the test.

It’s time to step it up and take greater accountability—and to no longer use the excuse “We don’t have a Doppler.”

Donna Sardina, RN, MHA, WCC, CWCMS, DWC
Editor-in-Chief
Wound Care Advisor
Cofounder, Wound Care Education Institute
Plainfield, Illinois

Selected references
Allie DE, Hebert CJ, Lirtzman MD, et al. Critical limb ischemia: a global epidemic. A critical analysis of current treatment unmasks the clinical and economic costs of CLI. EuroIntervention. 2005; 1(1):75-84. http://www.ncbi.nlm.nih.gov/pubmed/
19758881
. Accessed June 4, 2012.

Lazarus GS, Cooper DM, Knighton DR, et al. Definitions and guidelines for assessment of wounds and evaluation of healing. Arch Dermatol. 1994; 130(4):489-493. http://www.ncbi.nlm.nih.gov/pubmed/8166487. Accessed June 4, 2012.

Mayfield JA, Reiber GE, Sanders LJ, Janisse D, Pogach LM. Preventive foot care in diabetes. Diabetes Care. 2004;27(suppl 1):S63-S64. doi:10.2337/diacare.27.2007.S63.
McGuckin M, Kerstein MD. Venous ulcers and the family physician. Adv Skin Wound Care. 1998;11(7): 344-346. http://journals.lww.com/aswcjournal/Abstract/1998/11000/Venous_Leg_Ulcers_and_the_Family_Physician.13.aspx. Accessed June 4, 2012.

Olin JW, Allie DE, Belkin M, et al. ACCF/AHA/ACR/SCAI/SIR/SVM/SVN/SVS 2010 performance measures for adults with peripheral artery disease: a report of the American College of Cardiology Foundation/American Heart Association Task Force on Performance Measures, the American College of Radiology, the Society for Cardiac Angiography and Interventions, the Society for Interventional Radiology, the Society for Vascular Medicine, the Society for Vascular Nursing, and the Society for Vascular Surgery (Writing Committee to Develop Performance Measures for Peripheral Artery Disease). J Am Coll Cardiol. 2010;56(25):2147-2181. http://content.onlinejacc
.org/cgi/content/full/j.jacc.2010.08.606
. Accessed June 4, 2012.

O’Meara S, Al-Kurdi D, Ologun Y, Ovington LG. Antibiotics and antiseptics for venous leg ulcers. Cochrane Database Syst Rev. 2010;(1):CD003557. http://www.ncbi.nlm.nih.gov/pubmed/20091548. Accessed June 4, 2012.

Rooke TW, Hirsch AT, Misra S, et al; Society for Cardiovascular Angiography and Interventions; Society of Interventional Radiology; Society for Vascular Medicine; Society for Vascular Surgery. 2011 ACCF/AHA focused update of the guideline for the management of patients with peripheral artery disease (updating the 2005 guideline): a report of the American College of Cardiology Foundation/American Heart Association Task Force on Practice Guidelines. J Am Coll Cardiol. 2011;58(19):2020-2045. http://
content.onlinejacc.org/cgi/content/full/j.jacc.2011.08.023v1
. Accessed June 4, 2012.

U.S. Preventive Services Task Force. Screening for peripheral arterial disease: brief evidence update. 2005. http://www.uspreventiveservicestaskforce.org/uspstf05/pad/padup.htm. Accessed June 4, 2012.

Valencia IC, Falabella A, Kirsner RS, Eaglstein WH. Chronic venous insufficiency and venous leg ulceration. J Am Acad Dermatol. 2001;44(3):401-421. http://www.ncbi.nlm.nih.gov/pubmed/11209109. Accessed June 4, 2012.

World Union of Wound Healing Societies. Principles of best practice:. Compression in venous leg ulcers: a consensus document. London: MEP Ltd; 2008. www.woundsinternational.com/pdf/content_25.pdf. Accessed June 4, 2012.

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Of artichokes and angry patients

By Katherine Rossiter, EJD, MSN, APRN-NP, CPNP; and Stephen Lazoritz, MD, CPE

An angry patient is like an artichoke. An artichoke is prickly and rough on the outside, but by taking time to learn how to peel its rough leaves, you reveal the tender inside. When nurtured under the right conditions, this tender inside grows to bloom into a beautiful purple flower. Patient anger is like the prickly green leaves of the artichoke, it’s a barrier to seeing “inside” and to effectively meeting the patient’s needs (more…)

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