Before turning to healthcare as a career in 1994, Kathleen Bartholomew held positions in marketing, business, communications and teaching.  It was these experiences that allowed her to look at nursing from a different perspective and speak poignantly to the issues that effect nurses today.

Kathleen Bartholomew, RN, MN, a registered nurse and counselor, has been a national speaker for the nursing profession for the past six years.  As the manager of a 57 bed surgical unit in Seattle , Kathleen quickly recognized that creating a culture where staff felt a sense of belonging was critical to retention.  Throughout Swedish Medical Center Kathleen spoke to the numerous factors which propel our society toward isolation and encouraged staff to connect and value one another.  During her tenure as manager, staff, physician and patient satisfaction improved significantly as she implemented her down-to earth strategies for creating community. Despite the nursing shortage, Kathleen could always depend on a waiting list of nurses and nursing assistants for her unit. (Manion, J., Bartholomew, K.  2004. Community in the workplace. Journal of nursing Administration 34(1.)

Kathleen’s Bachelor’s Degree is in Liberal Arts with a strong emphasis on Sociology. This background laid the foundation for her to correctly identify the norms and mores particular to healthcare – specifically physician-nurse relationships and nurse-to-nurse hostility. For her Master’s Thesis she authored “Speak Your Truth: Proven Strategies for Effective Nurse-Physician Communication” which is the only book to date which addresses physician-nurse issues.  Exceeding marketing expectations, Speak Your Truth was well received by staff nurses who could easily resonate with Kathleen’s narrative style and “down in the trenches” material.  Kathleen consistently captures her audience with the power of story as her participant evaluations illustrate.

In December of 2005, Kathleen resigned her position as manager in order to write a second book on horizontal violence in nursing. The expression, “why nurses eat their young” has existed for many years in the nursing profession (and has troubled many in the profession).  In her book, “Ending Nurse to Nurse Hostility” (2006), Kathleen offers the first comprehensive and compassionate look at the etiology, impact and solutions to horizontal violence.  With statistics demonstrating that 60% of new grads leave their first position within six months because of some form of lateral violence, this subject cannot be ignored. 

In 2007 Kathleen penned her newest book, “Stressed Out About Communication Skills.”  Inside this resourceful guide, you’ll find four sections devoted to the most troublesome communication scenarios that new nurses face including, nurse to patient communication,  nurse to nurse communication, nurse to physician communication, and nurse to manager communication.

Kathleen’s passion for nursing is infectious.  Her thoughtful presentations inter-laced with research reawaken every nurse’s commitment and love of nursing. Her most ardent desire is to empower nurses through knowledge and the power of story.  Every nurse that hears her is inspired.

1. Ending Nurse to Nurse Hostility: Why Nurses Eat Their Young & Each Other

Abstract

The expression "Nurses eat their young" is so far removed from our idea of the caring and nurturing nurse that we shudder to think it could possibly be true. But the truth is, nurses are hurting each other. Stories from the "front line" cannot be ignored. These stories are the voices of nurses telling the world about their experiences. In addition, research shows that 60% of newly registered nurses leave their first position within six months because of some form of abuse from a co-worker. The first step to healing our relationships is the most difficult: to recognize and openly discuss the problem. Only by understanding the origin and reasons for our behaviors can we even begin to create the healing environment that is so desperately needed in nursing - for ourselves, as well as our patients.

Objectives

1. Acknowledge that nurse-to-nurse hostility is a serious problem.
2. Explain why nurses experience un-caring behaviors from their peers.
3. List one action that you can take to build a culture of healthy relationships and or decrease horizontal hostility in the workplace.

2. Creating Community: The Key to Retention

Abstract

In a world characterized by increasing complexity and diversity, in which many are feeling greater alienation, the workplace is a fertile common ground. High Tech companies not only recognize that people are their most important resource, but also strive to create an environment in which their employees can find personal value and meaning in their work. The health care industry lags behind and the shortage of nurses is providing additional challenges. We can measure our effectiveness as nurse managers by the quality of our relationships.

Kathleen Bartholomew managed a 57 bed Orthopedic and Spine unit in Seattle , Washington . For the last three quarters of 2005 her unit has been in the top 10% of patient satisfaction in the nation. In addition, she has no turnover last year on the orthopedic unit, and a turnover rate of less than 3% over five years. Employee satisfaction is rated high as well as physician satisfaction. Kathleen attributes these successes to one thing: building a community of nurses who feel that they belong and who care about each other.

Objectives

1. Recognize the impact of building community on retention and recruitment.
2. Define community in relationship to the nursing profession.
3. List two specific activities that will promote community on your unit.
4. Describe why the art of nursing flourishes in a community setting.

3. "I'm OK, You're A Doctor: The RN/MD Game"

Abstract

It's the patient who looses when nurses and physicians are in conflict. Research shows that not only do poor nurse-physician relations affect morale and retention, but also patient mortality. In order to achieve best practice, we need to understand why we play this game and how it started. Learn practical strategies for building good relations that will be ego-boosting for both nurses and physicians!

Objectives

1. Identify two strategies that you can implement to improve MD/RN relationships at your workplace.
2. Explain one reason for the source of physician-nurse conflict.
3. Describe a current situation in your practice where physicians and nurses play "the game.” 

4. A Passion for the Art of Nursing

Abstract

Nursing is both an art and a science. The science of orthopedic nursing requires us to stimulate our minds, while the art of nursing engages our soul. Much of the focus at this conference is in gaining new knowledge. As in everything, there needs to be a balance. In order to unleash the power of orthopedic nursing we must captivate the heart and soul of our profession. This is the place where we will find our personal power and energy.

As we tackle everyday crises, it is clear that many of us have forgotten the joy of nursing. This inspiring and thought-provoking lecture challenges how we look at our own profession. Artists are free-spirited, intuitive, inspired and creative individuals. When we encourage the role of nurse as artist and integrate these qualities into our daily routine, we unleash our own personal power. Nursing becomes a place to be nourished rather than drained.

Objectives

1. Describe the importance of practicing both the art and science of nursing.
2. Re-kindle your passion for the nursing profession.
3. Identify two situations in your practice where you have experienced or observed nursing as an art.

Based an "The HeArt of Nursing" edited by M Cecilia Wendler

5.  Charge Nurse Assessment and Development

Abstract

Charge nurses often avoid confrontation and conflict at all costs because of their passive-aggressive style of communication.  Holding staff accountable appears like an insurmountable challenge.  However, the vast majority of charge nurses assume their new role without any additional training.

New challenges take managers away from the unit because they are faced with greater responsibilities (implementation of new systems, greater span of control, nursing shortage etc.) Therefore, developing leadership skills in charge nurses is more critical than ever.  In this presentation, participants will make an honest evaluation of their skill set and a plan to build and improve upon their strengths.  Participants will come away with a renewed sense of self esteem and a greater understanding of the pivotal nature of their role.

Objectives

1. Participants will be able to list three major strengths.
2. Participants will be able to target two personal areas of improvement and write in individual action plan to improve in these areas.
3. Participants will articulate the importance of their role, and retain a greater sense of self esteem for the gifts they bring to their unit.

6.  Nursing Leadership:  “If Not Us, Then Who?”

Abstract

The field of “Knowledge Utilization” has identified the optimal information needed at different points in an organization for people to best maximize their effectiveness.  According to this research, the ‘generals’ need the concepts and the ‘captains’ need strategies and tactics.  Unfortunately, the ever increasing demands of nursing leadership have not allowed nursing leaders the luxury of time needed to step back and look at the ‘big picture’. 

Using Professor Diamond’s framework (Collapse,) for “How group decisions fail”, this presentation offers a fresh and fascinating look at the nursing profession within the American healthcare system as well as a ‘call to arms’ for rallying together in light of these crises.

Objectives

1. List three reasons why groups fail at decision making.
2. Discuss the impact of perception on patient safety and quality care.
3. Identify two major concepts that would provide perspective and power to nursing leaders.
4. Understand how to maximize power and resources within a human institution.

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