Charlotte Wagenberg heads her own consulting practice specializing in organization, leadership and team development; individual and organizational performance improvement; change management and the alignment of business, talent management and customer experience strategies in corporate, nonprofit, and public organizations. Previously, Dr. Wagenberg was a consultant with an international consulting firm and the vice president of organization development at a major NYC teaching hospital.
Dr. Wagenberg received master's and doctoral degrees from Columbia University and has been at NYU Wagner since 1985 where she has received both the Distinguished Teacher Award and the Ace Award. Dr. Wagenberg was also on the faculty of the Executive MBA Program at NYU's Stern School of Business.
In order to utilize teams with the desired result, attention must be paid to how and why teams are assembled, launched, managed and rewarded. This course is also designed to prepare students for their Capstone project teams. This two-day course provides the fundamental principles and methods required to create high performing work, project, Capstone, and/or problem-solving teams. Topics covered will include: moving from group to team; stages of team development; identifying the key competencies for successful team functioning; critical roles and responsibilities on a team; ensuring team productivity; and troubleshooting common team problems. Particular attention will be paid to the critical success factors of Capstone teams - a unique type of team that has its own special challenges.
NOTE: In order to apply course concepts immediately, students form teams to complete the final assignment which is due 2-3 weeks after the course ends.
This article describes a team approach to developing an evidence-based mentoring program for nurses at a major academic medical center. The center's nursing leadership empowered nurses to design and implement a program that supports staff engagement and professional development. This structured, collaborative process resulted in an innovative mentoring program that is aligned with the organizational culture and practices.
Mentoring is widely defined as a reciprocal and collaborative learning relationship between 2 or more individuals who share responsibility and accountability for helping a mentee to achieve mutually defined learning goals.1 Access to high-quality mentoring contributes greatly to the success and advancement of many professions, both in the corporate and academic realms. The American Nurses Credentialing Center's 2019 Magnet® Application Manual has placed an even greater emphasis on mentoring as a standard of excellence in nursing practice.2
The need for a formal mentoring program was identified by nursing task forces, shared-governance councils, and the nursing professional development department at a large academic medical center in New York City. In February 2015, the chief nursing officer (CNO) convened a mentoring task force, charged to develop a formal mentoring program for all nurses in the organization, from direct care to executive level. This article will detail the process that ultimately resulted in the successful creation of a formal, structured, evidence-based mentoring program designed to engage, empower, and support nurses at every level across the care continuum.