In an intellectual profession it is essential to devote time
To communication and thinking, and here lies one of the big contradictions of nursing which unfortunately fits into an organization that monetizes the hours and minutes, bringing care activities back into one dimension. quantitative, often unrelated to the meaning and actions that are performed.
Essentially, the work of health workers is harnessed in rigid rhythms that respond to the needs of the system and – not always – coincide with those of patients.
A distribution of times organized according to a pyramidal logic, made up of absolute priorities defined on paper, becomes difficult to accept – especially for nurses as they are more aware of the importance of relationships and the qualitative nature of time (being a woman counts not a little in this experience) .
Due to the pressure of things to do and the tight pace of work, one is put in the position of not being able to dispose of one’s time: everything is important to do and it is difficult to find the point beyond which it is necessary to say: “Enough!
Let’s leave some things behind. Stopping with this patient is more important ”. The nursing professions meet stories and people with problems, and not just clinical problems: there must be times for work and times for lives, but often the time available to nurses is not at the service of people and lives.
The time available to nurses is often not time to serve people and lives.
We nurses are the first to understand that treatment takes time. Rather than fighting against time, you have to fight for time : to have a sufficient number of staff necessary to take charge of complex situations .
To get to know and interact with patients and their families without just saying what they should do and what therapies to take. Evidence suggests that bedtime improves outcomes and that this time should not be filled with to-dos .
The real challenge is to take back this time: a revolution that must start from organizational logic, against computerization that increasingly takes away minutes of work without giving back time, favoring and promoting listening which is one of the fundamental conditions for being able to attend.
THE NURSE DECALOGUE FOR TIME MANAGEMENT
She arrives early to work to read the deliveries and organize yourself calmly.
Write down the to-dos to make it clear what tasks you will have to do and for which patient.
- Consider how long each task takes to avoid spending too much time on one and neglecting another.
- Prioritize by starting with the most pressing things one through ten.
- Avoid carrying out tasks not on the list and unnecessary that would waste your time.
- Learn to say no, for example by explaining to the patient that at that moment you cannot meet his requests but that you will soon return to help him.
- Listen to patients – their priorities may differ from yours.
- Take a break to relax and focus on what’s left to do.
- Be flexible: in the ward it may happen that priorities change throughout the day.
- Don’t be too demanding of yourself.