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Critical Thinking Tactics for Nurses

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ISBN-10: 1284041387

ISBN-13: 9781284041385

Edition: 3rd 2015

Authors: M. Gaie Rubenfeld, Barbara Scheffer

List price: $104.95
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Critical Thinking TACTICS for Nurses: Achieving IOM Competencies, Second Edition is designed as a user-friendly manual focusing on the day-to-day realities of doing, learning and evaluating critical thinking in nursing. The text provides clear examples of the entirety of this complex process. Issues addressed include critical thinking language and awareness enhancement, the impact of critical thinking on quality care, mentoring the critical thinking of staff and students and designing performance criteria for critical thinking. The content of the Second Edition has been comprised based on the authors' research in both defining and assessing critical thinking in nursing as well as their years of refining critical thinking teaching and learning methods. The second edition has been revised to include critical thinking components combined with the Institute of Medicine's (IOM) five core competencies: patient-centered care, interdisciplinary team work, evidence-based practice, informatics, and quality improvement.
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Book details

List price: $104.95
Edition: 3rd
Copyright year: 2015
Publisher: Jones & Bartlett Learning, LLC
Publication date: 4/11/2014
Binding: Paperback
Pages: 382
Size: 6.00" wide x 9.00" long x 0.75" tall
Weight: 1.452
Language: English

Bruce J. AvolioMarion B. Ingersoll Professor, Executive Director, Center for Leadership and Strategic ThinkingMichael G. Foster School of Business, University of WashingtonDr. Avolio has an international reputation as a researcher and practitioner in leadership. He has consulted with public and private organizations in North and South America, Africa, Europe, and Southeast Asia, as well as in Australia, New Zealand, Saudi Arabia and Israel. His research and consulting includes work with the militaries of the United States of America, Singapore, Sweden, Finland, Israel, and South Africa.Dr. Avolio is a fellow of the Academy of Management, American Psychological Society, American Psychological Association and the Gerontological Society. He is the former President of the Society for Human Resource Management Foundation and the Organizational Behavior Division of the Academy of Management.Dr. Avolio has published 10 books and over a 125 articles on leadership and related areas. His books include Transformational and Charismatic Leadership: The Road Ahead (Elsevier Science, 2002), Full Leadership Development: Building the Vital Forces in Organizations (Sage Publications, 1999), and Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership (Lawrence Erlbaum Associates, 2000). His newest books are Leadership Development in Balance: Made/Born (Lawrence Erlbaum Associates, February 2005), The High Impact Leader: Moments Matter in Authentic Leadership Development (McGraw-Hill 2006) and Psychological capital: Developing the human competitive edge (Oxford Press, 2007) with Fred Luthans and Carolyn Youssef.Dr. Avolio has worked with government agencies on national leadership development projects, and with governments at the state and local level. His current projects include: Working with public healthcare leaders to design a leadership institute for healthcare providers and educators. Working on a 4 year project with the U.S. Veteran's Administration on strategic leadership development and ownership. Current projects include a 300k contract with the U.S. Military Academy at West Point to investigate ethical leadership development; a 730k contract to conduct a longitudinal investigation of leadership development with military officers, and a 186k contract with the VA to examine how taking ownership and developing leadership produce better healthcare results.Dr. Avolio's latest interest and presentations focus on the following: How do we accelerate authentic leadership development for maximum impact on performance? How do we use the positive psychological capacities of leaders to accelerate change? How do we show decision makers the 'return on development' investment in leadership? How can we develop leaders and leadership to effectively operate in extreme contexts?