Travels from Washington, USA
Kathleen Bartholomew's speaking fee falls within range: $5,000 to $10,000
A registered nurse and counselor, Kathleen Bartholomew, RN, MN, is a recognized national authority on the nursing profession. When she managed a 57 bed surgical unit in Seattle she focused on engendering a sense of belonging in her staff, encouraging them to make connections and value each other. She overcame the nursing shortage and significantly improved staff, physician and patient satisfaction.
Kathleen brings her prior experience in marketing, business, communications and teaching to her analysis of the nursing profession. She has a Bachelor’s Degree in Liberal Arts, majoring in sociology. The skills she gained from her studies have enabled her fruitfully to analyze important issues in health care, including the physician/nurse relationship and hostility between nurses. Her Master’s thesis Speak Your Truth: Probing Strategies for Effective Nurse–Physician Communication is unique in its examination of issues arising between physicians and nurses.
In her second book, Kathleen examined nurse-to-nurse horizontal violence in institutions, asking why it should be a commonplace in the nursing profession that “nurses eat their young.” With 60% of new graduates leaving their first nursing position within six months due to experiencing some form of lateral violence, Kathleen’s study Ending Nurse to Nurse Hostility is vital reading for anyone involved in nursing.
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 healthcare from a unique perspective and offer unprecedented insights to healthcare leaders.
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. During her tenure as manager, staff, physician and patient satisfaction reached the top marks in the nation as she implemented her down-to earth strategies for creating accountability in community. This work laid the foundation for her Master’s thesis on Physician-Nurse Communication and subsequent work on Peer to Peer Hostility.
A well-known but often over-looked business mantra is “culture kills the best of strategies”. Kathleen Bartholomew is an international expert and author of five books on healthcare relationships and culture. A national speaker for over 18 years, she motivates and educates leadership at every level to understand their culture and harness the maximum amount of power within their organizations in order to produce sustained cultural change.
Kathleen is an internationally recognized speaker in the healthcare culture. She speaks to the military, board members, physicians, hospital leadership, and staff. She is best recognized for her ability to craft a message specific to each of these groups and to not only engage all in a common vision, but motivate her audiences to take action.
Kathleen consistently captures her audience with groundbreaking research and the power of story as her participant evaluations illustrate. Healthcare leaders are intrigued by her research on perception vs. reality and the failures of group decision making. She educates healthcare leaders & boards on the role of power and culture in organizational health and enhances their skill and ability to build trust. As Jim Nathan, CEO of Lee Memorial said, “She unleashed a wave of information that had been traveling underground and things kept coming out of the woodwork for weeks.” This underground ‘wave’ is the culture of an institution – and the most monumental challenge to patient safety and leadership.
Kathleen’s passion is infectious. Participants consistently appreciate her practical tips and insights. Her thoughtful presentations inter-laced with research reawaken every employee’s commitment to quality and safety. Everyone that hears her is transformed.
Kathleen examines one of the most important issues in nursing today, nurse-to-nurse hostility. She asks the question as to why this dangerous and pernicious culture has become so prevalent: “How is it possible, in a profession that is based on caring, that nurses should ever, ever experience such uncaring behavior between their peers?"
She draws on her own personal experience to recall examples of both good and bad practice: “Everything was for the patient. I thought that's what all nursing was going to be like… [then] I heard and saw things I hadn't noticed before, I thought to myself as a manager, I have a lot of work to do to create a healthy work culture."
Kathleen explains how she addressed nurse to nurse hostility in her position as a manager: “So I made conversation workshops mandatory for all employees, four hours, I insisted on professional behavior, I had zero tolerance for any sort of behaviors that could undermine each other, and I said to everybody, let's create a place… where every single one of us feels valued for the gifts and talents we will bring to this unit."
Kathleen offers a series of talks that examine some of the most crucial issues in healthcare today. Looking at patient safety culture, she demonstrates that managers are unable to see the bigger picture and to assess the cultural failings that put patient safety at risk.
In her specialist area of nursing, Kathleen puts forward her proposals to end nurse-to-nurse hostility. She proposes a methodology for healing relationships by recognizing and openly discussing the problem and taking action to end it. She shows that physicians and nurses alike do not communicate effectively due to their adoption of a passive aggressive communication culture and a desire to avoid conflict.
Kathleen’s studies have shown that poor nurse physician relationships can actually affect patient mortality; in order to end this dangerous and destructive culture she demonstrates from her own personal experience how a community culture can be established which will enhance both employee satisfaction and patient recovery. In all of Kathleen’s speeches she demonstrates her passion for and joy in nursing, and rekindles that passion and joy in others.
The Dauntless Nurse: Becoming a Skilled Communicator
Ultimately, it is the confidence and skill with which we hold our everyday conversations that will pave the way to a future time when our patients are safe, our voices are heard, and the skills and knowledge of this incredible profession are valued and utilized.
America needs nurses who are bold and intrepid; who have the confidence and skill to represent this noble profession. And at no other time in history have their voices been so desperately needed. Hospital based errors are now the third leading cause of death in America, despite our professional ethic of "First Do No Harm"—and yet recent surveys show that the majority of nurses are still avoiding the difficult conversations. In addition, the health of Americans is insidiously declining as the rates of cancer, diabetes and obesity steadily rise.
- Explain two reasons why our country needs nurses who are dauntless. - Assess your confidence level in mastering challenging conversations. - Identify a conversation that you have been avoiding and apply the DESC model. - Discuss how and why courage plays a critical role in becoming dauntless.
Nursing Leadership Three Part Series (3–5 hours)
Part 1 “What You Don’t See…”
Using Professor Diamond’s framework (Collapse), for “How group decisions fail”, this presentation offers a fresh and fascinating look at the hospital culture in light of sociology. Only when we understand the forces that affect us as humans can we have an impact on the world around us. This session speaks to how power, perception and culture affect our behavior as humans.
Objectives: - Understand the carbon-based system: how people in groups react to stress, change and routine. - Give two examples of how you can personally shift the power structure from a hierarchy to a team in your department/organization to create synergy and maximize power. - List two reasons why groups fail at perception - Identify one opportunity to shift your perceptions - Define “culture” and give one example from your work environment
Part 2 “What You Do See…”
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. 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 needed in nursing—for ourselves, as well as our patients.
Objectives - Acknowledge that nurse to nurse hostility is a serious problem. - Explain why nurses experience un-caring behaviors from their peers. - List one action that you can take to build a culture of healthy relationships and/or decrease horizontal hostility in the workplace. - Evaluate the power level of your relationships with managers and physician
Part 3 “What You Can Be…”
How do you lead? And why does the profession of Nursing need every nurse to be a leader?
Unfortunately, the ever increasing demands of nursing has not allowed us the luxury of time needed to step back and look at the ‘big picture’ as well as the actions necessary for nurses to practice to their full scope and garner public support. Participants will leave this presentation prepared, empowered, and determined to engage in the leadership conversations that can transform our culture.
Objectives - List three situations that demand a conversation in healthcare. - Recognize the impact of culture on communication and leadership - Describe a conversation you avoid and apply the DESC model to this situation - Understand how to maximize power and resources within a human institution. - Imagine and describe what the profession of Nursing will be like in the year 2050 - Describe the impact that nursing could have on the health of America
A Passion for the Art of Nursing (Based on Sigma Theta Tau’s book: The HeArt of Nursing”, C. Wendler)
Abstract Nursing is both a science and an art. The science of nursing requires us to stimulate our minds while the art of nursing engages our soul. As we tackle the everyday challenges, it is clear that many of us have forgotten the joy of nursing. Using the power of story, Kathleen inspires nurses to be in awe and appreciation at nurses’ work. This lecture challenges how we look at our own profession, reminding us through the story of the moments where we have connected to another human being on the deepest of levels as we help them to deal with the gamut of human emotions. When we encourage the role of nurse as artist, and integrate these qualities into our daily routine, we unleash our own personal power—Nursing then becomes a place to be nourished rather than drained.
Objectives - Re-kindle your passion for the nursing profession - Describe the benefits of practicing both the art and science of nursing for both patients and nurses - Identify two situations in your practice where you have experienced or observed nursing as “art” - Explain why the art of nursing has been portrayed as “less than” science
Understanding Nurse-to-Nurse Hostility: Why Civility Matters
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. 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 - Understand that nurse-to-nurse hostility is an unconscious human behavioral response - Explain why nurses experience un-caring behaviors from their peers. - List one action that you can take to build a culture of healthy relationships and/or decrease horizontal hostility in the workplace. - Describe the impact of horizontal hostility on the patient, our peers and our profession
Strengthening RN/MD Relationships
Abstract The patient is the one who loses 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 and leave this presentation with the courage and determination to improve your working relationships.
Objectives - Identify two strategies that you can implement to improve MD/RN relationships at your workplace. - Explain one reason for the source of physician-nurse conflict. - Recall a situation where you experienced or witnessed a power differential - Describe a current situation in your practice where physicians and nurses play “the game”.
Creating Community: The Key to Recruitment and 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 managed a 57 bed Orthopedic and Spine unit in Seattle, Washington. For the last three quarters of her tenure, her unit was in the top 10% of patient, physician and employee satisfaction. With a turnover rate of less than 3% and a waiting list for employment on the unit for over three years, Kathleen’s success is dependent upon one thing: building a community of nurses who feel that they belong and who care about each other.)
Objectives - Recognize the impact of building community on retention and recruitment. - Define community in relationships to the nursing profession. - List two specific activities that will promote community on your unit. - Describe why the art of nursing flourishes in a community setting.
“Kathleen Bartholomew, a gifted nurse and teacher, explores many of the dysfunctional dynamics destroying the morale of healthcare professionals, and she does it with a fresh, deadly serious voice interspersed with delightful humor that also inspires change.” – Allen R. Wyler, MD, Neurosurgeon and author of Deadly Errors
“Kathleen uses the vehicle of story, liberally seasoned with humor, to present imaginative and creative approaches to age-old problems with communications between nurses and doctors.” – Genevieve Bartol, RN, EdD, AHN-C(P), University of North Carolina, Greensboro
“Kathleen′s work illuminates and defines a murky and omnipresent problem that has a strangle hold on the heart of the nursing profession.” – Chancey Boye, RN
“It was so nice to meet you on Tuesday at the SCA Health Acela Patient Safety Meeting. Your presentation and words resonated with us. At our center we are experiencing many of the challenges you addressed with the group. You shared with us your philosophy on how it was practiced on the floor you oversaw. We absolutely loved the approach and would like to embrace it at our center and instill a culture based on your philosophy. Thank you so much. – Regina L., Director of Nursing
“Kathleen’s expertise in the field of peer to peer relationships, communication and leadership is extraordinary. The material she presents is always relevant to nurses – not only to those in formal leadership positions but to all nurses, including nurses who practice at the point of care. She offers practical tools that assist learners in taking communication to the next level”. – Debra Pilling Hastings, PhD, RN-BC, CNOR(E), Director, Continuing Nursing Education, Dartmouth-Hitchcock
“I wanted to tell you that you received rave reviews from the nurses attending the Symposium. Everyone thought your session was one of the best, and most valuable of the two days. The intimate seating arrangement and interactive discussions, made each nurse feel they had a voice. Not only did you give the nurses exactly what we were striving for – you exceeded all expectations.” – LCMC Health
“Your presentation offered attendees interesting and unexpected insights into work relationships in healthcare. Your perspective offered real life examples of situations that can potentially have an impact not only on the nurses’ levels of stress but also on patient safety.” – Chief Innovation Officer, Allegheny Health Network
“Ms. Bartholomew, I wanted to take a moment and personally thank you for speaking at the MUSC leadership retreat a few weeks back. You are inspiring to all health care professionals but especially us nurses. Know that your work is appreciated and taken to heart. People around here are still talking about you and your dynamic presentation. Thank you, from this generation of nurses and the next… We will make a difference!” – Mark D., RN, Pediatric Flight Nurse, Medical University of South Carolina
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