Successful communication within the sphere of nursing depends on a number of steps when implementing a communication plan. An appropriate approach to a communication strategy would include assessing the current efforts in relation to an issue or project within the organization, followed by the identification of objectives and a target audience of the communication plan. A nursing leader who is able to establish the goals and intended audience can then navigate an adequate communication channel. The ability to successfully utilize the communication plan with effective strategies for information delivery and feedback can result in positive outcomes for the organization.
For both timed projects and long-term communications, leaders in the nursing field should be able to analyze a number of factors that can impact their communication plan. First, leaders and other stakeholders within the project or organization should be familiar with their identities and roles in the group or association. This will include assessing the organization’s mission, vision, values, and current modes and tones of communication, whether they are internal or external. Second, nursing leaders are likely to keep track of their ways of distributing information and any inventory that can be implemented in its process. Third, the internal pathways of communication should also be analyzed, and a clear image of the current dissemination between employees and stakeholders should be found.
After the analysis stage, nursing leaders are likely to define a number of goals and objectives that will be addressed with the implementation of a new communication plan (Page et al., 2018). These can manifest themselves as desired changes or results within specific projects or in the general system of an organization. Smaller and short-term objectives should also be selected, with clear and reachable targets. Nursing leaders should also be able to outline the ways in which communication will foster positive changes or results within the organization. As such, communication tactics should aim to either educate, provide new information, call the target audience to action, or persuade changes in behavior.
In order to attain the goals established prior, nursing leaders should focus on promoting certain key messages through their communication plan. Though the medium of communication may change during the lifetime of a project or campaign, it is essential that a number of key messages remain distinct throughout. These messages can be derived from the specific objectives of a project or from the mission, vision, and values of the group or organization.
Before nursing leaders are able to select ways in which to utilize the most efficient communication, it is essential that they consider the target audience and their characteristics (Carrion, 2017). An external or organization-wide communication plan will require a leader to identify a specific audience and around three or four categories that can be used to recognize them. Within a smaller setting, such as a department-wide project, a leader is likely to be more familiar with their peers and only need to distinguish the most effective modes of communication. For both types of audiences the nursing leaders should gather information concerning prior knowledge of participants concerning the topic, their likely reaction to the message, and cultural, linguistic, or other factors that may impede the efficiency of the communication (Chen et al., 2017). After objectives have been formulated and the target audience has been selected, nursing leaders may choose appropriate communication channels to implement their communication plan.
The strategies for communication will depend on the audience size, with external communication that aims to improve public relations or promote certain topics are likely to rely on higher-cost and more generalized. Tactics for such communication can include public meetings or large presentations, advertising, broadcasting, or web resources for smaller-scale communication plans, such as direct communication with employees or internal stakeholders, strategies such as emails, calls, messages, meetings, personal interactions, and presentations (Heath, 2018). A nursing leader should be able to navigate appropriate times and methods of communication for individual peers, especially if it involves a project outside of everyday work.
It is also essential for a nursing leader to establish a timeline for the communication plan. This may be observed as a map or outline of objectives, key messages, audiences, and communications strategies, with each being provided with a budget of either labor or resources and individuals that will be responsible for each aspect of the timeline. Such distribution of both time and work will allow the communication plan to be cohesive, well-formulated, and easier to evaluate as it progresses. Creating a time-based communication plan prior to the implementation of the strategy is likely to allow more flexibility and preparedness during its utilization.
A successful communication plan can be found by evaluating the results of each activity during and after its expected lifetime. This is vital to the creation of a communication plan as it allows nursing leaders to adjust the strategy as it is accessible to the audience and also to revise and devise a new plan for future projects or campaigns. The flexibility and adaptability of a communication plan are important features that can increase the chances of positive results within a project organization.
References
Carrion, V. (2017). Communication Strategies for Patients and Nurses. Children’s Hospital of Philadelphia. Web.
Chen, C. S., et al. (2017). Nurses’ Perceptions of Psychosocial Care and Barriers to Its Provision: A Qualitative Study. Journal of Nursing Research, 25(6), 411-418. Web.
Heath, S. (2018). Effective Nurse Communication Skills and Strategies. Patient Engagement Hit. Web.
Page, C. G., Marshall, R. C., Howell, D., & Rowles, G. D. (2017). Use of communication plans by certified nursing assistants: little things mean a lot. Aphasiology, 32(1), 559-577. Web.