Implementing a Service Excellence Program
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Click to increase image sizeClick to decrease image size Additional informationNotes on contributorsLisa F. CullLisa F. Cull, RN, BS, MSN, OCN, is cancer center clinical manager and Cheryl Rogers, RN, BSN, is director of service excellence at Middlesex Hospital, Middletown, Conn.Cheryl RogersLisa F. Cull, RN, BS, MSN, OCN, is cancer center clinical manager and Cheryl Rogers, RN, BSN, is director of service excellence at Middlesex Hospital, Middletown, Conn.Keywords:
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Abstract Historically circumstances that represent an extreme of the human condition attract the attention of those who record contemporary events. Perhaps one of the strongest influences on retrospectives is the achievement of excellence. Excellence is admired and hated, sought and avoided, and in a true sense rarely achieved. Excellence requires performing at the outer limit of physical, emotional and mental capacities. And even then for some this level of effort expenditure may not be enough to produce excellence. While many rationalize excellence as purely endowed or distort the concept with self-serving labels, Shin'chi Suzuki's work on developing excellence with “common” people demonstrates the various elements necessary for the opportunity to achieve excellence. Suzuki's work will be reviewed along with the profiles of selected world achievers. The prerequisites for the pursuit of excellence will be formulated and suggested along with a discussion of how the demands of achieving excellence often exceed the will to excel.
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The purpose of this essay is to outline two strategies that can be used to increase recognition of nursing excellence—in research, education, and practice. The first strategy is to gain recognition for excellence in nursing in and beyond universities, to collaborate with members of other disciplines, and to publicize what we study and what we teach. The second strategy is to gain recognition for excellence in nursing in and beyond clinical agencies, to publicize what we do when interacting with people who seek our services, and to implement the standards of the Pathway to Excellence Program® and/or the Magnet Recognition Program®.
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The preeminent role of the Learning Resources Center and other support organizations deserves consideration in reviewing the "right" components that make for student success at "exccptional" community colleges. Recent groups of outside experts have looked favorably on the College of DuPage for its ability to maintain academic excellence under "open entry" admission conditions. College of DuPage is one of seven two-year colleges among the thirty outstanding institutions selected by the George Mason University study of academic excellence in higher education. It is also one of four institutions featured in the soon-to-be-released Searching for Excellence: Leadership in Higher Education (ACE/ Macmillan). In assessing the role our LRC played in helping achieve this recognition, we focused on the criterion of an outstanding academic LRC climate, created at DuPage by its LRC Consultants. We focused the role of the LRC Consultant in the College of DuPage LRC may be its most distinguishing feature.
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Click to increase image sizeClick to decrease image size Additional informationNotes on contributorsLisa F. CullLisa F. Cull, RN, BS, MSN, OCN, is cancer center clinical manager and Cheryl Rogers, RN, BSN, is director of service excellence at Middlesex Hospital, Middletown, Conn.Cheryl RogersLisa F. Cull, RN, BS, MSN, OCN, is cancer center clinical manager and Cheryl Rogers, RN, BSN, is director of service excellence at Middlesex Hospital, Middletown, Conn.
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Center (category theory)
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Center (category theory)
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Any academic department should place high value on excellence. Regardless of the area or nature of the department, the age of the faculty, availability of funds, or particular administrator, excellence should be the paramount pursuit of all faculty. It is necessary to distinguish between individual and departmental excellence. Both are important. However, departmental excellence is more than merely the aggregation of program excellence of individual faculty. There is considerable difference between a community of scholars and collection of individual scholars.
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In Brief An organization that continuously strives for excellence consistently keeps the patient and family at the center of all it does. How does the journey to Magnet® recognition fit in?
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