1. The power of mattering at work | 2025 | Harvard Business Review (Available in MN only, email library@allina.com for a copy outside of MN) Quiet quitting, the Great Resignation, chronically low engagement numbers, increasing numbers of labor disputes, demands for equity and dignity in the workplace—business leaders have been warily watching these trends for years and fighting each fire separately. But the trends continue, because leaders are missing the underlying problem that connects these symptoms: Many employees don't feel that they matter to their employers, bosses, and colleagues. Mattering—a mainstay concept in psychology—is the experience of feeling significant to those around us because we feel valued and know that we add value. In this article the author shows leaders how to apply this concept in the workplace. First, leaders need to truly see and hear team members during daily interactions. They must also regularly affirm their people's significance. And finally, senior leaders need to scale these skills up to the organizational level so that mattering becomes a cultural norm. These behaviors may seem like common sense, but they've ceased to be common practice in a world of brief digital communications and condescension toward soft skills, and they're well worth relearning. The article includes three activities leaders can use to get started.
2. Insights report: How to improve poor patient health literacy | 2025 | NEJM Catalyst Acknowledging the importance of health literacy for patient care, members of the NEJM Catalyst Insights Council discuss who is responsible and how to improve health literacy.
3. Alleviating bedside nurse burden: A virtual nursing program | 2025 | Nurse Leader The virtual nursing program was created in response to nursing workforce shortages. The rapid implementation leveraged current telehealth registered nurses and utilized existing technology and equipment, all while maintaining budget neutrality. The program created an integrated care model that enhanced patient and registered nurses satisfaction, throughput, turnover, and vacancy and demonstrated a financial impact. The conclusion of the pilot is that it is not a one-size-fits-all approach. Different hospitals and communities have different needs. For sustainable growth, having robust frameworks, operational procedures, program methodologies, and defined metrics is essential.
4. Exploring the core of emotional intelligence in healthcare leadership: A concept analysis | 2025 | Journal of Advanced Nursing Concept analysis identified defining attributes of emotional intelligence in healthcare leadership, including leadership qualities, management competencies, and sets of leadership styles which were related to supportive and transformational leadership behaviour. The antecedents were socio-demographic factors, well-being, and workplace resources. Finally, employee-, manager-, organisation- and patient-related consequences were identified, such as the well-being of both employees and managers, organisational performance and patient care quality.
5. Creating and sustaining a culture of inquiry and research | 2025 | The Journal of Nursing Administration Today's nursing leaders have complex roles. One of the expectations of the nurse executive is to create a workplace culture supporting nurses and exemplary nursing practice. In Magnet ® environments, creating this kind of culture is not enough. Nurse executives in Magnet-designated organizations must create and sustain cultures supporting inquiry and research. This column reviews some key actions that nurse executives can undertake to make a culture of inquiry and research a reality.
7. Managing the sudden critical shortage of intravenous fluids | NEJM Catalyst In the wake of Hurricane Helene in late September 2024, hospitals across the United States were faced with a sudden shortage of intravenous fluid (IVF). The deadly Atlantic storm damaged a major IVF manufacturing facility in North Carolina, halting production and creating a sudden supply chain crisis. At Luminis Health, a hospital system based in Annapolis and Lanham, Maryland, Incident Command orchestrated a swift, multidisciplinary response that allowed for minimal disruption to the flow of patient care. Interventions included adjustments to perioperative protocols, daily reviews of clinical necessity, and an emphasis on oral hydration. Hospital inventory data were used to compare IVF use before and after the shortage. The incident reporting system and patient discharge surveys were analyzed to assess for potential harm. Incidences of potentially preventable renal failure and acquired hyponatremia were evaluated in retrospect. The hospital system saw a 60% (P<0.001) reduction in IVF use on implementation of the shortage protocols. Notably, implementation revealed important opportunities to reevaluate systemic processes and improve value in certain standard-of-care practices. The reduction was sustained and allowed the hospital system to continue all elective procedures after only 1 day of delay. The few adverse events related to the protocol changes that had been reported were resolved. Of the patients with plausible protocol-attributed renal failure, none required dialysis, and all improved toward baseline prior to discharge. Analysis showed no increase in acquired hyponatremia during the shortage, when compared with the year prior. The protocols enacted for IVF management serve as a blueprint for other hospital systems to follow in the case of future supply chain interruptions and highlight areas for standard system improvement without compromising patient care.
8. What people get wrong about psychological safety | Harvard Business Review (Available in MN only, email library@allina.com for a copy outside of MN) Psychological safety—a shared belief among team members that it's OK to speak up with candor—has become a popular concept. However, as its popularity has grown, so too have misconceptions about it. Such misunderstandings can lead to frustration among leaders and employees, stymie constructive debates, and ultimately harm organizational performance. In this article the authors identify the following six common misperceptions: Psychological safety means being nice; it means getting your way; it means job security; it requires a trade-off with performance; it's a policy; and it requires a top-down approach. They explain why each misperception gets in the way and give advice on how to counter it. They also offer leaders a blueprint for building the kind of strong, learning-oriented work environment that is crucial for success in an uncertain world. Leaders should clearly communicate what psychological safety is and what it isn't, and take steps to improve the quality of conversations and to establish structures and rituals that will help teams assess their progress in building a psychologically safe environment.
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1. The conversations you should be having with your manager | 2025 | HBR IdeaCast (podcast) As you advance in your career, you develop the skills to lead teams and manage direct reports. But no matter your role or seniority, you’ll always need to manage those above you and to develop the right relationships to progress. The secret to managing up, says Melody Wilding, is being strategic and thoughtful in several key kinds of conversations with your boss and boss’s boss—including finding alignment, setting boundaries, getting visibility for your work, and winning a promotion. She explains how the effort pays off both in future opportunities and your day-to-day satisfaction on the job.
2. Why AI is our ultimate test and greatest invitation | 2025 | Ted Talks (video) Technologist Tristan Harris has an urgent question: What if the way we’re deploying the world’s most powerful technology — artificial intelligence — isn’t inevitable, but a choice? In this eye-opening talk, he calls on us to learn from the mistakes of social media’s catastrophic rollout and confront the predictable dangers of reckless AI development, offering a “narrow path” where power is matched with responsibility, foresight and wisdom.
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Want more articles? Contact the library for a literature search on any topic. Questions? Email us: library@allina.com
1. The power of mattering at work | 2025 | Harvard Business Review
(Available in MN only, email library@allina.com for a copy outside of MN)
Quiet quitting, the Great Resignation, chronically low engagement numbers, increasing numbers of labor disputes, demands for equity and dignity in the workplace—business leaders have been warily watching these trends for years and fighting each fire separately. But the trends continue, because leaders are missing the underlying problem that connects these symptoms: Many employees don't feel that they matter to their employers, bosses, and colleagues. Mattering—a mainstay concept in psychology—is the experience of feeling significant to those around us because we feel valued and know that we add value. In this article the author shows leaders how to apply this concept in the workplace. First, leaders need to truly see and hear team members during daily interactions. They must also regularly affirm their people's significance. And finally, senior leaders need to scale these skills up to the organizational level so that mattering becomes a cultural norm. These behaviors may seem like common sense, but they've ceased to be common practice in a world of brief digital communications and condescension toward soft skills, and they're well worth relearning. The article includes three activities leaders can use to get started.
2. Insights report: How to improve poor patient health literacy | 2025 | NEJM Catalyst
Acknowledging the importance of health literacy for patient care, members of the NEJM Catalyst Insights Council discuss who is responsible and how to improve health literacy.
3. Alleviating bedside nurse burden: A virtual nursing program | 2025 | Nurse Leader
The virtual nursing program was created in response to nursing workforce shortages. The rapid implementation leveraged current telehealth registered nurses and utilized existing technology and equipment, all while maintaining budget neutrality. The program created an integrated care model that enhanced patient and registered nurses satisfaction, throughput, turnover, and vacancy and demonstrated a financial impact. The conclusion of the pilot is that it is not a one-size-fits-all approach. Different hospitals and communities have different needs. For sustainable growth, having robust frameworks, operational procedures, program methodologies, and defined metrics is essential.
4. Exploring the core of emotional intelligence in healthcare leadership: A concept analysis | 2025 | Journal of Advanced Nursing
Concept analysis identified defining attributes of emotional intelligence in healthcare leadership, including leadership qualities, management competencies, and sets of leadership styles which were related to supportive and transformational leadership behaviour. The antecedents were socio-demographic factors, well-being, and workplace resources. Finally, employee-, manager-, organisation- and patient-related consequences were identified, such as the well-being of both employees and managers, organisational performance and patient care quality.
5. Creating and sustaining a culture of inquiry and research | 2025 | The Journal of Nursing Administration
Today's nursing leaders have complex roles. One of the expectations of the nurse executive is to create a workplace culture supporting nurses and exemplary nursing practice. In Magnet ® environments, creating this kind of culture is not enough. Nurse executives in Magnet-designated organizations must create and sustain cultures supporting inquiry and research. This column reviews some key actions that nurse executives can undertake to make a culture of inquiry and research a reality.
6. Second term policy changes signal a shift: Guidance for leaders through a fluctuating landscape | Healthcare Executive
(Available in MN only, email library@allina.com for a copy outside of MN)
All eyes have been on Washington, D.C., as the Trump administration implements numerous policy changes. Context is key for understanding how these changes will impact the U.S. healthcare system.
7. Managing the sudden critical shortage of intravenous fluids | NEJM Catalyst
In the wake of Hurricane Helene in late September 2024, hospitals across the United States were faced with a sudden shortage of intravenous fluid (IVF). The deadly Atlantic storm damaged a major IVF manufacturing facility in North Carolina, halting production and creating a sudden supply chain crisis. At Luminis Health, a hospital system based in Annapolis and Lanham, Maryland, Incident Command orchestrated a swift, multidisciplinary response that allowed for minimal disruption to the flow of patient care. Interventions included adjustments to perioperative protocols, daily reviews of clinical necessity, and an emphasis on oral hydration. Hospital inventory data were used to compare IVF use before and after the shortage. The incident reporting system and patient discharge surveys were analyzed to assess for potential harm. Incidences of potentially preventable renal failure and acquired hyponatremia were evaluated in retrospect. The hospital system saw a 60% (P<0.001) reduction in IVF use on implementation of the shortage protocols. Notably, implementation revealed important opportunities to reevaluate systemic processes and improve value in certain standard-of-care practices. The reduction was sustained and allowed the hospital system to continue all elective procedures after only 1 day of delay. The few adverse events related to the protocol changes that had been reported were resolved. Of the patients with plausible protocol-attributed renal failure, none required dialysis, and all improved toward baseline prior to discharge. Analysis showed no increase in acquired hyponatremia during the shortage, when compared with the year prior. The protocols enacted for IVF management serve as a blueprint for other hospital systems to follow in the case of future supply chain interruptions and highlight areas for standard system improvement without compromising patient care.
8. What people get wrong about psychological safety | Harvard Business Review
(Available in MN only, email library@allina.com for a copy outside of MN)
Psychological safety—a shared belief among team members that it's OK to speak up with candor—has become a popular concept. However, as its popularity has grown, so too have misconceptions about it. Such misunderstandings can lead to frustration among leaders and employees, stymie constructive debates, and ultimately harm organizational performance. In this article the authors identify the following six common misperceptions: Psychological safety means being nice; it means getting your way; it means job security; it requires a trade-off with performance; it's a policy; and it requires a top-down approach. They explain why each misperception gets in the way and give advice on how to counter it. They also offer leaders a blueprint for building the kind of strong, learning-oriented work environment that is crucial for success in an uncertain world. Leaders should clearly communicate what psychological safety is and what it isn't, and take steps to improve the quality of conversations and to establish structures and rituals that will help teams assess their progress in building a psychologically safe environment.
Multimedia
1. The conversations you should be having with your manager | 2025 | HBR IdeaCast (podcast)
As you advance in your career, you develop the skills to lead teams and manage direct reports. But no matter your role or seniority, you’ll always need to manage those above you and to develop the right relationships to progress. The secret to managing up, says Melody Wilding, is being strategic and thoughtful in several key kinds of conversations with your boss and boss’s boss—including finding alignment, setting boundaries, getting visibility for your work, and winning a promotion. She explains how the effort pays off both in future opportunities and your day-to-day satisfaction on the job.
2. Why AI is our ultimate test and greatest invitation | 2025 | Ted Talks (video)
Technologist Tristan Harris has an urgent question: What if the way we’re deploying the world’s most powerful technology — artificial intelligence — isn’t inevitable, but a choice? In this eye-opening talk, he calls on us to learn from the mistakes of social media’s catastrophic rollout and confront the predictable dangers of reckless AI development, offering a “narrow path” where power is matched with responsibility, foresight and wisdom.
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