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DOCUMENTATION

EVALUATION
ACTION TREND

THE DOCUMENTATION-EVALUATION-ACTION TREND


A. DOCUMENTATION
What is documentation?
It is the proper, systematic and permanent recording of information
It is an organized way of documenting data as per time place,
circumstances, and attribution
Nursing documentation serves many diverse, complex and important
functions from ensuring consistency of clinical care and good communication
between practitioners,
to providing evidence in a court of law that patients have received
appropriate,
high-quality, evidence-based care

Important concepts that play a role in documentation:

Safety.
In documentation, safety is to provide
care for the client and to yourself by
means of : recording all the
assessments, planning, actions, and the
interventions youve done with the
client.

Consistency of purpose.
Recording all the assessment, planning,
implementation, and other procedures done
with the client, from the diagnosis to
prognosis.

Standardization.
Using the standard way of recording all the
data gathered for the patients care and all the
procedures done to him/her

Improvement.
Assessing whether the clients condition
has improved with all the interventions
done to him/her to meet your goal.

B. EVALUATION
Reflection and Analysis:

It is instrument is designed to assess


learning progress and behavioral change
through analysis of written statements in
reflection papers. The open-ended nature of
the writing is intended to encourage selfdirected reflection and expression of both
feelings and thoughts.

Examining the activity or event for trends and


patterns and for evidence of teacher or student
strengths and weaknesses are the key element of
analysis. The analysis has to include reflection on
the intended learning outcomes of the lesson and
the real outcomes of it. It has to show the essential
strengths and weaknesses of the lesson, as well as
a reflection on what can be done to
improve the delivery of the lesson and the learning
outcomes

To achieve these goals the analysis has to answer to the following


questions:
What were the essential strengths and weaknesses of the lesson?
What specifically might have been changed to improve the delivery of
the lesson?
What specifically might have been changed to improve the learning
outcomes?
What factors negatively or positively affected the success of the lesson?
What were the unintended and unanticipated learning outcomes of the

What specifically was learned as a result of developing, planning and


lesson?
teaching this lesson?
Why is this experience significant in order to become an effective
teacher?

C. Action
Three Levels of Organization:

Organizational Level - strategic, design/structure, and


deployment of resources
Process Level - process improvement and reengineering
interventions
Job/Performer Level - coaching, performance management, and
training interventions

Three Performance needs that need to be met at each level of


organization:
Goals - specific standards or expectations that customers have for
products or services

Design - configurations that enables goals to be met efficiently

Management - practices that ensure goals are up-to-date and are


achieved

Combining the three levels of organizations with the three


performance needs results in nine performance variables. Failure to
manage these nine performance variables will lead to a failure to
manage the business holistically. Thus, every performance
improvement effort must be viewed through this matrix

Plan-Do-Check-Act (PDCA) Cycle


Also called: PDCA, plandostudyact (PDSA) cycle,
Deming cycle, Shewhart cycle
The plandocheckact cycle (Figure 1) is a fourstep
model for carrying out change. Just as a circle has no
end, the PDCA cycle should be repeated again and again
for continuous improvement.

When to Use PlanDoCheckAct


As a model for continuous improvement.
When starting a new improvement project.
When developing a new or improved design of a process, product or
service.
When defining a repetitive work process.
When planning data collection and analysis in order to verify and prioritize
problems or root causes.
When implementing any change.

PlanDoCheckAct Procedure
1.Plan. Recognize an opportunity and plan a change.
2.Do. Test the change. Carry out a small-scale study.
3.Check. Review the test, analyze the results and identify what youve
learned.
4.Act. Take action based on what you learned in the study step: If the
change did not work, go through the cycle again with a different plan. If
you were successful, incorporate what you learned from the test into
wider changes. Use what you learned to plan new improvements,
beginning the cycle again.

PlanDoCheckAct Example
The Pearl River, NY School District, a 2001 recipient of the Malcolm
Baldrige National Quality Award, uses the PDCA cycle as a model for
defining most of their work processes, from the boardroom to the
classroom.
PDCA is the basic structure for the districts overall strategic planning,
needsanalysis, curriculum design and delivery, staff goal-setting and
evaluation, provision of student services and support services, and
classroom instruction.
Figure 2 shows their A+ Approach to Classroom Success. This is a
continuous cycle of designing curriculum and delivering classroom
instruction. Improvement is not a separate activity: It is built into the work
process.

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