Welcome to module three. This module focuses on Organizational and Network Influences on Pioneer Leaderships and their Accomplishments. So, I'm Bonnie Westra. I'm an Associate Professor Emerita and Co-Director for the Center for Nursing Informatics at the University of Minnesota. So in this course we will focus on how nursing pioneers developed and leveraged collaborative culture to advance the specialty of nursing informatics. Informatics is by nature an interprofessional discipline combining health and computer sciences. There are many testimonials from nursing informatics pioneers about the power of collaboration in achieving change. We will look at collaboration and networking strategies that were used by the pioneers to increase their visibility in nursing and interprofessional organizations. To expand your self-knowledge, you will practice specifying your own networks using your choice of three different tools that I'll talk about later in this presentation. So starting back in the 1970s, as I'd mentioned in earlier modules, there were conferences that were organized by the pioneers as they were beginning to understand. That there are many management information systems in public and community health organizations, not just hospitals. Early conferences were organized around how to standardize the data that were needed in public health. From there, content for conferences expanded into basically using computers in healthcare more generally. As the pioneers travelled, they collected the names and the contact information of participants, internationally as well as nationally to build their networks. As the field of nursing informatics grew, a conference was held, then, on the state of the art of nursing informatics systems. The initial focus was mainly on computers. But the pioneering informatics began to understand that the use of technology was more than computers. It need to include the content that was captured by computers to make nursing visible and improve patient care, so not just technology, but also content. As additional workshops and conferences evolved over time, nurses began to get involved inter-professionally. They attended the SCAMC meetings which later became AMIA, or the American Medical Informatics Association. And they were invited to present about nursing. So SCAMC was an opportunity for interprofessional interaction, and additionally the nurses developed a nursing specialty interest group within SCAMC. As AMIA grew it became part of the International Medical Informatics Association, or IMIA. So what nursing informatics organizations, and conferences, would you add to this timeline? It was important for visibility, and for long-term change, and effectiveness, to work collaboratively, both within the nursing discipline, and interprofessionally, To continue to grow nursing informatics knowledge. A key aspect of developing nursing informatics as a specialty was professional recognition similar to other specialties in nursing. The American Nurses association,or ANA, Is the professional home for advancing the discipline of nursing in the United States. So pioneers, such as Harriet Werley, and Virginia Saba, as well as Norma Lang met with the ANA Congress on Nursing Practice, and promoted the importance of informatics. As a result, the steering committee on databases to support nursing practice was formed. Later, this is expanded to become known as the Committee on Nursing Practice for Information infrastructure, or CNPII. So the CNPII developed criteria for recognizing when nursing terminologies were ready for public policy. In addition, the ANA also developed the scope and standards of nursing. So as we move forward the ANA was key to helping to develop nursing informatics as a specialty. They also had the first certification exam for informatics. And no other profession did that until 2013. As nursing informatic's specialty within the ANA developed, nurses began to recognize the importance of having their voice heard, even more in health policy and standards organizations. Initially, the ANA nominated and provided support to have nurses join and be at the table with other informatics organizations. Such as the National Committee on Health and Vital Statistics and the international standards organizations including HL7 and SNOMED which is the Systematized Nomenclature of Medicine. So, Judy Warren was involved in the ANA's recognition of nursing informatics which began through the congress of nursing practice and became the steering committee on databases. As a member, she did vice chair and then she became chair of the committees. So she was instrumental in expanding the scope of this committee. She said through some strategic planning we actually got the committee changed. So it no longer became a steering committee but an actual standing committee of the board. And we changed it's name then to the CNPII. The committee went on to place nursing informatics leaders strategically within organisations. To help them become educated, and to be the voice of nursing. One strategy Judy used was whenever she saw a physician, she got the committee to change the term to provider. Thus, opening up the door for advanced nursing practitioners, and other providers, to be covered under new laws, such as the Medicare Modernization Act. So can you relate these developments to similar advances in other organisations? The pioneers, through their organizational involvement, identified the following leadership strategies for building their careers and the specialty of nursing informatics. One is building networks, so the pioneers talked about the importance of building a network. Individual pioneers were working in isolation, then they discovered that others were beginning to look at the use of computers in nursing. Another is sharing. They realized that through sharing their lessons learned they could begin to bond and to develop a new specialty. Sharing a vision. Many of the pioneers talked about the importance of their vision and how it guided them over time. A common theme was to increase the visibility of nursing's contribution to produce better health outcomes for patients. There were many quotes throughout the transcripts. As Carol Romano said, nursing informatics is about how we can serve patients through addressing their information needs. Showing up. Another strategy identified by the pioneers was just to show up. After showing up, they always introduced themselves as a nurse, as Virginia Saba said. Now, since they knew she was a nurse, she said now I walk in the room, and they say, there is that nurse again. So showing up and being known as a nurse increases the visibility of nursing and interprofessional meetings. Opportunity. Judy Warren commented that she had the opportunity to take a job that was frightening to her. So she asked a friend what she thought about it, what she should do. And her friend said, well, why would you take a job that you already knew how to do? So as a result, Judy said that informatics gave her that opportunity to explore new stuff. Ask an expert. Several of the pioneers were aware of the evolving standards for modeling content. They asked an expert colleague, Charlie Need to meet with them on several occasions at Pat Button's house. He taught them how to do unified medical language modeling. This was an informal location, so they had supper, and laughed, and joked as they gained new knowledge. So the last strategy on this slide, then, is have fun. Networking is an opportunity to learn, to grow and to have fun. Nursing informatics pioneers emphasized how networking, key to collaborative leadership was critical for their success in nursing informatics leaderships in different scenarios. So according to our preliminary data, nursing informatics leaders continue to value and apply collaboration styles, especially in scenarios in which they hope to achieve long-term change. Now it's your turn to think about how networking applies to you and your leadership styles and opportunities. In the next three slides, I will cover examples using three different tools of how you might think about your networks. So one strategy is to take a look at the connections between people you know who are leaders. An example as shown in this slide from a subset of the pioneers, who they described as being influential in their careers. They then went on to talk about how these pioneers help them to become leaders that they are. This network was designed with Plecta, P-L-E-C-T-A, a free mapping tool on the internet. And it's listed in your course. So consider the leaders you know and how they're connected and supporting nursing leadership skills. Okay, another way to think about building a visual display of your network is using Microsoft Shapes. As you can see in the upper left-hand corner, an example from my own network. So my family taught me leadership skills. For instance, my father owned his own business and later on I saw that as a viable way of becoming an owner in a software company. Through school I developed relationships with my peers and faculty. Also in my community, I got involved in running a campaign for somebody who was going to be a state representative, which required considerable leadership skills. In the bottom left-hand corner are different organizations. So the American Nurses Association Is where Norma Lang engaged me in the committee on nursing practice information infrastructure. I was a member of the Robert Wood Johnson Nurse Executive Fellowship which strongly focuses on leadership skills. And as a result of that, my mentor headed up the Minnesota E-Health initiative. And I became a member of the advisory committee. And I was involved in many activities at AMIA and learned how to be part of the nursing informatics working group. Lead the history committee and then also be on the board for AMIA. Luther College is one of my career opportunities. It's where I had a chance to meet Connie Delaney. And Connie was one of the pioneers in nursing informatics. And as a result that led me to chairing the AMIA Nursing Informatics History Project. At the University of Minnesota, she then became dean in the school of nursing because of her expertise in informatics. She supported my development of our specialty in nursing informatics here. And prior to that, when I was at one of the things that I learned was a lot of my on-the-job training as part of how I got to be in informatics. But it's also where I met Karen Monsen, who is now the lead faculty member for this series of nursing informatics leadership courses. A third way of designing a network is using a free program called FreeMind. This network diagram is very similar in content to the previous slide. But just another way for you to be able to see your connections and to think about the leadership lessons you learned. As well as the opportunities you might have for future development. Now, go ahead and create a visual display of organisations that influence your leadership style, or ones that you think you might want to get active with to further develop your leadership opportunities. Consider your, mainly, leadership styles that Karen Monsen introduced in course 1, and how you employ them in various scenarios. Which styles are most effective for the type of change that's needed in your current culture or scenario? So it's your turn again to review the oral history of your chosen pioneer and to consider how they leverage networking and collaboration to achieve effective, long-term change. Also review the websites for AMIA, IMIA and HIMSS. After you complete your network diagram, participate in the discussion for this module, by summarizing what you learned about your strengths and opportunities as a leader. Through developing your network diagram. How do your strengths and opportunities compare to those of the pioneers and the person that you interviewed? What one action step might you take in particular scenarios to achieve the desired outcome? Finally, complete the quiz.