"..certainly a great resource for use in any healthcare setting." Reviewed by Anne Duell on behalf of Nursing Times, September 2015UNIQUE! Emphasis on the NCLEX Examination’s management-of-care focus addresses the heavy emphasis on prioritization, delegation, and patient assignment in the current NCLEX Examination (17–23% of the 2013 NCLEX-RN Exam).UNIQUE! Three-part organization establishes foundational knowledge and then provides exercises of increasing difficulty to help you build confidence in your prioritization, delegation, and patient assignment skills.Answer key at the back of the book offers a detailed rationale and an indication of the focus of the question to encourage formative assessment.Introduction chapter by delegation expert Ruth Hansten provides guidelines for prioritization, delegation, and patient assignment decisions as well as a concise, practical foundation on which Parts 2 and 3 build.Part 2: Prioritization, Delegation, and Assignment in Common Health Scenarios give you practice in applying the principles from Part 1 with straightforward NCLEX-style multiple-choice, multiple-select, ordering, and short-answer questions to help you develop and build confidence in prioritization, delegation, and patient assignment skills while working within the confines of relatively simple health scenarios.Part 3: Prioritization, Delegation, and Assignment in Complex Health Scenarios utilizes unfolding cases that build on the skills learned in Part 2 to equip you to make sound decisions in realistic, complex health scenarios involving complicated health problems and/or challenging patient assignment decisions and help you learn to "think like nurses" by developing what Benner (2010) calls "clinical imagination."
How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.
After years of research, Christensen has come to one critical conclusion: our long held maxim—that understanding the customer is the crux of innovation—is wrong. Customers don’t buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world’s most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes—it’s about predicting new ones.
Christensen contends that by understanding what causes customers to "hire" a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they’ll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts.
This book carefully lays down Christensen’s provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world—and, most importantly, how not to squander the insights it provides.