Every year new nurses graduate from a nursing program and begin work in the clinical setting. As new nurses gain more insight and knowledge throughout their careers, they become seasoned nurses and mentors for the next generation. Patricia Benner discussed how even 30 years ago, long-term and ongoing career development was important in nursing due to the complexity and responsibility of nursing practice (Benner, 1982). Patricia Benner’s novice to expert model has been used to increase retention of nurses as well as to help build experience with new nurse managers and administrators. Fennimore and Wolf (2011) discuss how the retention of staff members is directly correlated to effective nursing leadership (p. 205). The purpose of this article is to reflect on Dr. Benner’s work, specifically with the novice to expert model, including the application of the model in the nursing leadership realm. Benner’s Novice to Expert The novice to expert model was introduced into nursing by Dr. Patricia Benner in 1982 and discussed how nurses develop skills and understanding of patient care over time (“From novice to expert,” 2013). Dr. Benner’s novice to expert model was derived from the Dreyfus Model of Skill Acquisition and adapted to provide a more objective way for evaluating progress of nursing skills and subjects (Dale, Drews, Dimmitt, Hildebrandt, Hittle, & Tielsch-Goddard, 2013). The model essentially discusses how an individual begins in the novice stage and, as new skills and knowledge are gained, progresses through a number of stages to end in the expert realm. The five stages of proficiency in the novice to expert model are: novice, advanced beginner, competent, proficient, and expert (Benner, 1982).
Shirey (2007) points out that skill acquisition is a more important predictor of competency than time in role (p. 168). The reason this is important is because when an individual is in a position for a length of time, others may view the person as competent or proficient, but the reality may be quite the opposite. Another important aspect to understand is that competent and proficient nurses will not approach or solve problems in the same way due to past experiences (Benner, 1982). Discussion The novice to expert model has been used in many different areas of the nursing world including assisting with the development of nurse managers and administrators.
Titzer, Shirey, and Hauck (2014) released an article in which Benner’s novice to expert model was described as an “effective framework for leadership development and competency measurement, mentoring programs, advanced nursing practice skill acquisition, and professional advancement ladders” (p. 38). The study conducted by Titzer et al. (2014) chose participants with management aspirations to attend a program that would enrich management knowledge through workshops, mentoring, and group activities (p. 40). The study found that participants who completed the program had increased leadership and management competencies at the end of the program (Titzer et al., 2014). The study also demonstrated that individuals who participated in the program had an increase in confidence with assuming a leadership position after the program had ended (Titzer et al., 2014). Practice Influence and Recommendations The novice to expert model by Dr. Patricia Benner has had a significant impact on practices throughout the healthcare realm. The model allows for skill acquisition and knowledge to be gained as an individual progresses through each stage. The model also discusses important teaching strategies for each stage of the model. One example would be how an advanced beginner would benefit from a mentor since support is still needed with setting priorities and discovering what is most important (Benner, 1982). Another recommendation for practice would be to implement professional development programs for nurse leaders. A potentially negative impact on role stress, work environments, patient outcomes, and turnover rates is seen when nurse leaders are not properly selected and prepared for positions (Titzer et al., 2014). Therefore, providing training and mentoring prior to being placed in a managerial or administrative position may lessen the burden associated with lack of training.ConclusionThe novice to expert model has been used in healthcare systems to develop mentor programs, leadership programs, increase nurse retention, and provide teaching aides for staff nurses. When developing leadership programs, utilizing mentorship along with self-assessment guides may allow for continued growth for current and future leaders of the healthcare industry. Effective leadership preparation and commitment can lead to enhanced staff retention as well as reduced turnover costs and improved quality outcomes (Fennimore & Wolf, 2011). Providing professional development based on Dr. Benner’s novice to expert model for nurse leaders allows healthcare systems to build confident, capable leaders who increase staff retention and contribute to quality, safe patient care. ReferencesBenner, P. (1982). From novice to expert. American Journal of Nursing, 82(3), 402-407.Dale, J. C., Drews, B., Dimmitt, P., Hildebrandt, E., Hittle, K., & Tielsch-Goddard, A. (2013). Novice to expert: The evolution of an advanced practice evaluation tool. Journal of Pediatric Health Care, 27(3), 195-201. http://dx.doi.org/10.1016/j.pedhc.2011.12.004.Fennimore, L., & Wolf, G. (2011). Nurse manager leadership development: Leveraging the evidence and system-level support. Journal of Nursing Administration, 41(5), 204-210. http://dx.doi.org/10.1097/NNA.0b013e3182171aff.From novice to expert: Patricia E. Benner. (2013). Retrieved from http://currentnursing.com/nursing_theory/Patricia_Benner_From_Novice_to_Expert.html.Shirey, M. R. (2007). Competencies and tips for effective leadership: From novice to expert. Journal of Nursing Administration, 37(4), 167-170. Titzer, J. L., Shirey, M. R., & Hauck, S. (2014). A nurse manager succession planning model with associated empirical outcomes. Journal of Nursing Administration, 44(1), 37-46. http://dx.doi.org/10.1097/NNA.0000000000000019. |