Consider the following scenarios:

Scenario 1: One of the physicians on staff is telling you about a study that he is doing on his patients. He hopes to have the study published and to receive a grant to expand his research. He offers to hire you to help him with the data collection during your off hours. You accept and begin helping him. You start collecting data. When you access the file the next day, you realize that he has removed a number of patients from the study. You suspect that they were removed intentionally, but you cannot be sure.

You put your suspicions aside and proceed with your work and add more patients to the database. A few days later, more patients have been removed from the database. When you do some investigation, you discover that the patients who were removed were sicker and/or had a poor outcome. This is a problem and may prevent the rewarding of the grant money to this project.

Scenario 2: You are traveling with your work laptop to a conference and leave it for five minutes at the airport terminal as you go to the bathroom. You asked your colleague to keep an eye on it, but when you return, your colleague has boarded the plane and taken your belongings. As you look through, you realize your laptop is missing. When you confront your colleague, she says it was just there a moment ago and she is certain she brought it on board with her. Your laptop contains secure information regarding your organization and has remote access to your clinical information system. The policy at your organization for a data breach is to call tech support immediately and report the breach. You think it may just be misplaced and begin looking.

 

Choose one of the scenarios above and answer the following:

• What challenges are present in the scenario, and what are some steps that can be taken to address them?
• What is the relationship between ethics and policy? Do they always match up with one another?
• If individual ethics do not align with organizational policy, what might be the end result?

Support your answer with relevant resources.

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Points: 30 | Due Date: Week 8, Day 7 | CLO: 4 | Grade Category: Assignments

In week 7 or 8, FNP program leadership or senior faculty will give a live or recorded lecture on upcoming course requirements, including an introduction to the “Three Ps” (Pathophysiology, Pharmacology, and Physical Assessment). And the clinical course expectations. Students should attend the lecture live if possible (which affords them a chance to participate and ask questions) or alternatively. The student may watch the recording. The dates and times as well as zoom link and recording will be posted in this document:  LINK

If the link above does not work, copy and paste this URL into your browser: https://docs.google.com/document/d/1tL9Q95uf8FxhqS3vOTxCMz5lrMx6a7YG601VU61kqG8/edit?usp=sharing

After attending the lecture, or viewing the recording. Please reflect upon what you learned and follow the directions below. This assignment has two parts; reflections and goals. The goals section has two subparts: 3P goals and clinical goals. They do not need to be in APA format. But please choose a format that is organized and visually pleasing. You are not limited to a word document; PDF and PPT are acceptable. Please ensure your instructor is able to open your chosen media if not PDF, Word, or PPT. This should be your original work. Unique to you. Please work individually and do not collaborate with others on this reflective and personal goal-forming work.

· Reflection: 150-250 words

o Reflect upon what was learned and briefly write about your thoughts. Include:

§ What were you surprised to learn from the lecture, or what was new? If no material was new to you. What do you wish was covered instead?

§ Considering your own unique work-life-school situation. What are your greatest concerns or greater perceived challenges for the second half of the FNP program?

· Goals: (Separate from the above 250 word count)

o Considering your own personal situation and life challenges. Provide three specific goals to help guide your success in two areas

o Goals for the 3P courses: (three goals, bullet points are acceptable). For clinical experiences: (three goals, bullet points are acceptable)

· When writing your goals, try to keep in mind principles of SMART goals. (Specific, measurable, attainable, relevant/realistic, and time-oriented)

Some Examples: (but remember you need 3 of each goal type)

1)  My first 3P goal is to study pathophysiology for 6 hours every week. B setting aside 60 min every night from 8-8:30 for six nights a week.

2)  My first clinical goal is to contact 7 different clinics each week to look for a pediatric preceptor until I have found someone.

3)  My second clinical goal is to decrease my work to part-time. So that I can do 40 extra hours in my pediatric rotation in October-December 2022 so that I can be more marketable in a pediatric practice after graduation.

 

 

For this assessment, you will create a personal FlexPath Prep Plan.

Remember that this plan is truly for you. Creating it will help you:

· Recognize the knowledge, skills, and strengths you bring to your FlexPath experience.

· Think about what you may need to change to succeed in FlexPath.

· Create a realistic plan for fitting FlexPath course work into your life.

· Prepare for your first meeting with your FlexPath coach.

· Begin your first academic course feeling prepared.

For each question below, think about what you know about yourself and consider what you have learned in orientation. Use this document and fill in the spaces. Answer each question as completely as possible, using complete sentences. You should be able to write at least 3–4 well-constructed sentences for each bullet point.

· Now that you have been through FlexPath orientation, what seems new and different about the FlexPath model, and what adjustments will you need to make to be successful in this model?

Are there things about the FlexPath model that may be a challenge for you, or that make you apprehensive?

 

 

Write your     response here.

· How will you schedule time in your already-busy life to complete the assessments and be successful in FlexPath?

What things might possibly interfere with your schedule and how will you address them?

 

 

Write your response here.

 

· What skills, knowledge, and strengths do you feel you bring to the FlexPath program?

How can use your skills, knowledge, and strengths to be successful in FlexPath?

Comprise a 5-6 page paper (excluding the title page and reference list page) that includes ALL of the following points:

• 3 scholarly references/sources from our UMGC library. These should be current, preferably in the past 5 years. articles should be published within the past five years. If you cannot find precisely what you seek, then search for ten years out. However, anything older than this will be dated and not capturing the realities faced by today’s organizations.
• Follow APA style guidelines to ensure that your final submission includes a Title Page, In-Text Citations, and a Reference List.

Charles Jackson is chief information officer (CIO) at McConnell Spice, a large Maryland Spice company. In an industry that has a large national market presence yet is global in its need for raw materials. McConnell Spice is always looking for ways to increase productivity. And speed things up while staying connected to its worldwide sources. Two years into the job, Jackson suggested to company president Ann McConnell that McConnell implement a new global knowledge-sharing application. That promises to cut development time and costs in half. Jackson has done extensive research on knowledge-sharing systems. And has talked closely with a fellow IT director at the global powerhouse ADM. The ADM director believes the knowledge-sharing systems play an important role in a company’s competitiveness. And concurs that Jackson should pursue purchasing one.

McConnell presented the idea to the board of directors, and everyone agreed to pursue the project. She has asked Jackson to investigate firms that could assist McConnell’s IT department in developing. And implementing a global knowledge-sharing application that would be compatible with McConnell’s existing systems. McConnell explained that she wants to present the information to the board of directors for a decision next month.

major firms

Jackson and his team, after many long nights, identified three major firms that he believed could handle the work and made an appointment with McConnell to go over the findings. At the appointed time, Jackson approached McConnell’s office door, where he was immediately greeted by Geraldine Fox, a woman who served as a sort of executive assistant to McConnell. Fox took the information from Jackson and promised the president would review it within two days. Disappointed with being unable to submit the findings in person, Jackson returned to his team, who was anxiously awaiting Mc Connell’s response. Frustrated with the lack of feedback, Jackson sent the team home early to put salve on the wound. 

The next afternoon, McConnell called Jackson to her office and asked why Standard Systems, a small local consulting firm, was not being considered as a potential provider. Jackson was surprised—Standard was known primarily for helping small companies computerize their accounting systems. Jackson was not aware that they had done any work related to knowledge-sharing applications, particularly on a global basis. Upon further investigation into the company, Jackson learned that Standard was owned by an uncle of McConnell’s son-in-law. Fortunately, he also learned that the firm had some limited experience in more complex applications. At their most recent meeting, McConnell insisted that Standard be included for possible consideration by the board.

major firms

During the next two weeks, representatives from each company met with Jackson, his two top executives, and the IT staff to explain their services and give demonstrations. Jackson had suggested that the board of directors attend these presentations, but McConnell said they would not have the time and he, Jackson, would need to evaluate everything and make a recommendation to the board. At the end of these meetings, Jackson prepared a final report evaluating the pros and cons of going with each firm and making his first- and second-choice recommendations. Standard was dead last on his list. Although the firm had some excellent people and a good reputation, it was simply not capable of handling such a large and complex project.

McConnell informed Jackson that the Board would meet in one week and he was to present his findings and decision to the Board for approval. McConnell said, “I know you agree with me and are for Standard, but we have to pretend that these other companies are in contention.” McConnell winks and walks away leaving Jackson devastated and appalled at the idea that the least effective company could get the job.