Conceptual models and the nursing organization: Implementing the AACN Synergy Model for patient care™

Kerfoot, Karlene M.; Lavandero, Ramón; Cox, Marilyn; Triola, Nora; Pacini, Christine; Hanson, M. David

doi:10.1016/j.mnl.2006.05.009

« Previous Next »Nurse Leader
Volume 4, Issue 4 , Pages 20-26, August 2006

Conceptual models and the nursing organization: Implementing the AACN Synergy Model for patient care™

Karlene M. Kerfoot, PhD, RN, CNAA, FAAN
- Karlene Kerfoot, PhD, RN, CNAA, FAAN, was the senior vice president for nursing and patient care for Clarian Health Partners in Indianapolis and now serves as principal of Kerfoot & Associates, Inc.
Ramón Lavandero, RN, MA, MSN, FAAN
- Ramón Lavandero, RN, MA, MSN, FAAN, is director of external affairs and development for the American Association of Critical-Care Nurses and adjunct associate professor of nursing at Indiana University.
Marilyn Cox, MSN, RN
- Marilyn Cox, MSN, RN, is the senior vice president for nursing and patient care for Riley Children's Hospital, Clarian Health Partners.
Nora Triola, PhD, RN, CNAA
- Nora Triola, PhD, RN, CNAA, was the vice president for nursing and patient care for the Methodist Hospital, Clarian Health Partners, and is now senior vice president of nursing and patient care services and chief nurse executive at Holy Cross Hospital, Fort Lauderdale, Florida.
Christine Pacini, PhD, RN
- Christine Pacini, PhD, RN, was the director for education for Clarian Health Partners and now is the director of professional development, research, and innovation for the University of Michigan Health System in Ann Arbor, Michigan.
M. David Hanson, RN, MSN, CCRN, CNS
- M. David Hanson, RN, MSN, CCRN, CNS is the clinical nurse specialist for cardiovascular services at Methodist Hospital, Clarian Health Partners and the president-elect of the American Association of Critical-Care Nurses.

Leaders set a firm direction about where an organization needs to go. Technical leaders talk about it, but professional leaders operate from a conceptual framework and clearly articulated values that form a constitution from which emanate policies, procedures, projects, and a host of secondary gains. Conceptual models provide the high-level operating framework from which to do the work, as well as the direction for what will and will not be done, the hiring and retention of people who can operate within this framework, and performance evaluations and continuing education for the organization.