Colleen Walsh

Multiple organ dysfunction syndrome after multiple trauma.

Multiple organ dysfunction syndrome (MODS) is a serious, often fatal, sequel to multiple trauma. Prolonged shock states, severe sepsis, acute pancreatitis, acute renal failure, severe burns, ischemic conditions, and acute respiratory distress syndrome have been implicated in the development of MODS. Despite advances in critical care therapies and infection control practices, severe sepsis remains a major health problem, with an estimated mortality rate of 30–50% (Ely, Kleinpell, & Goyette, 2003). The purposes of this article are to describe the pathophysiologic changes that lead to the development of MODS and discuss strategies to prevent the development of MODS and to treat MODS if it develops.

Attributes of mentors as perceived by orthopaedic nurses.

Mentoring in nursing is a concept that merits close scrutiny in todays chaotic health care environment. Mentors can shape a positive environment for nurses to nurture career development, satisfaction and leadership. One of the issues of mentoring is that there is no agreement as to the role and functions of a mentor. Most of the controversy deals with the similarities and differences between mentors and preceptors. The purposes of this study were to identify attributes of mentors as perceived by orthopaedic nurses and to identify who orthopaedic nurses feel are the most appropriate persons to serve as mentors. This may enable nursing leaders to develop specific programs and strategies to increase job satisfaction and nurse retention among orthopaedic nurses.

Total knee arthroplasty: biomechanical and nursing considerations.

Early total knee designs provided components for only the medial and lateral femorotibial compartments of the knee. This article describes the critical, mechanical function of the patello femoral joint and related the biomechanics of the human knee to both the design currently available to total knee prostheses and the nursing care of the total knee arthroplasty patients.

Orthopaedic Snafus: When Adverse Events Happen in Orthopaedics

The potential for adverse events exists when treating and managing orthopaedic patients in the intraoperative or postoperative environments, especially when it comes to falls, surgical site infections, venous thromboembolism, and injuries to nerves and blood vessels. Orthopaedic nurses play a vital role in the promotion and use of evidence-based interventions to decrease the incidence of these adverse events, improve quality of care, and minimize the financial burden related to these adverse events.

Reflecting on the Past and Looking Forward

Colleen Walsh, DNP, RN, ONC, ONP-C, CNS, ACNP-BC NAON President 2016–2017 A s I sit here writing this message, there are hints of spring in the air. The fi rst robin appeared on my back deck and I knew that a new season will soon be here. The cycle of the seasons is how we usually view our lives. I too have looked at my life through the prism of the changing seasons and have continued to do that during my presidency. As I refl ect on my year as NAON’s president, I look at the goals that NAON accomplished this year. Our membership numbers are up from this time last year, which is very exciting. During last summer, NAON’s various committee positions were fi lled with NAON members who had the courage to volunteer their time and talents to ensure that NAON will continue to be the world leader in orthopaedic nursing education, practice, and research. Their combined knowledge and skills ensure that products and educational material that NAON develops promotes the competent care our patients deserve. In August, the NAON fi nance committee created a budget that was both realistic and in keeping with the Executive Board’s fi duciary responsibility to manage NAON’s fi nances well. In September, NAON’s Strategic Plan for 2016–2019 was formed with input from our liaisons from the Orthopaedic Nursing journal board, the ONCB president, and a member of the Advancing the Careers of Orthopaedic RNs committee. What we discovered is that the culture of the group was positive, collaborative, reinforcing, and inclusive, and provided an environment in which every member was valued and their opinion heard. That environment allowed us to create a meaningful document that will guide NAON for the next 3 years. That culture is what has guided NAON and the Executive Board this year and has allowed us to achieve many goals. That is what our membership elected us to do. The fall was a busy time for me and Angela Pearce, NAON’s President-Elect. We had the honor of representing NAON at various meetings where we networked with other nurses from different nursing organizations. We attended classes and seminars where we learned a great deal about organizational management and have brought those ideas and concepts back to NAON and implemented some of the strategies we learned. The goal was to provide learning opportunities for board members so that we have more evidence-based tools to use to better manage NAON, the job our members tasked us to do when we were elected. Being the best board possible helps the organization tremendously and using best practices in organizational leadership strengthens NAON. For me, the most exciting thing that happened this fall was the call for Letters of Intent for NAON-funded nursing research. Two years ago, the NAON Executive Board asked that a task force be formed to look at the feasibility of NAON-funded nursing research. That task force was involved in developing the process of defi ning and developing tools that would be used to evaluate any proposals that might be submitted. The task force was elevated to a full committee by the NAON Executive Board last year. It has been several years since the NAON Research Committee was active, and it has been gratifying to see new members take control and develop protocols for nurses to follow when submitting proposals. The 2016 and 2017 budgets have included funding for the Research Committee.

Collaborative practice: a coordinated approach to patient care.

Mr. Michael is a patient who was cared for at our institution when surgery for a severe rheumatoid neck deformity was planned for him. This article demonstrates how preplanning, collaborative practice, and communication among the health care team members successfully facilitated a positive outcome for this patient.