Tag: Model Answer

  • [Solved] aims, values and outcomes inst wk4

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## Aimsvaluesandoutcomesbreastcancercareinstructions.docx – ## ProblemIdentificationandDescriptionUsingPICOTFormat21.docx – ## EnhancingQualityofLifeinRecurrentBreastCancerCare.docx **## Aimsvaluesandoutcomesbreastcancercareinstructions.docx** This section of your change project paper should inclu…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## Aimsvaluesandoutcomesbreastcancercareinstructions.docx

    – ## ProblemIdentificationandDescriptionUsingPICOTFormat21.docx

    – ## EnhancingQualityofLifeinRecurrentBreastCancerCare.docx

    **## Aimsvaluesandoutcomesbreastcancercareinstructions.docx**

    This section of your change project paper should include:

    A reference to the project’s benefits in terms of cost, time, and/or quality that address needs or changes, results, impacts, or consequences that the project has on people, programs, or institutions.

    Goals and objectives that are measurable, shared, and hypothetically agreed on by all key stakeholders. They are directly linked to the concept of project success factors.

    What variables need to be considered and and whether or not you have control over them.

    For example, if you were to implement a clinic-wide practice change, would budget be an issue and how would you address that variable?

    If you were to implement your study, consider how would you gather data. Would you choose the qualitative or quantitative method?

    An explanation of what your research will provide to the community, or to social change.

    A description of the desired outcomes: Specifically, state the purpose, focus, and viewpoint of the project as well as its expected accomplishments.

    While you may not be implementing your project, you should have a goal in mind that relates to solving your problem.

    Establish a timeline for accomplishing your project goal(s).

    This section should be 3–4 pages in length, not including the cover or reference page, and should address the intended outcomes of your project. You must reference a minimum of 3 scholarly articles.

    Use current APA format to style your paper and to cite your sources. Review the rubric for more information on how the assignment will be graded.

    **## ProblemIdentificationandDescriptionUsingPICOTFormat21.docx**

    2

    **Improving Recurrent Breast Cancer Care: Problem Identification Using the PICOT Framework**

    Name: Milena B Lopez Hernandez

    Instructor: Professor Guelsy Diaz

    School: West Coast University

    Date: 7/13/2025

    **Improving Recurrent Breast Cancer Care: Problem Identification Using the PICOT Framework**

    **i. Clinical Setting and Problem Description**

    The clinical practice that will be used in this identification of a PICOT problem is an oncology clinic involved in the treatment of recurrent breast cancer. The clinic offers follow-up services to the patients diagnosed with breast cancer, those who have recurred cancer even after undergoing anticancer treatment. The given field is an important sphere of oncology, and controlling recurring breast cancer has several challenges including complicated treatment plans, the psychological distress on individuals, and monitoring them on a regular basis to check the occurrence of a recurring condition.

    The clinic covers a big metropolitan area with massive population that includes people with specific needs of treating cancer. The patients are mainly adults over the age of 40 but a significant proportion is of those who have already had before the breast cancer treatment but are currently experiencing the reoccurrence. It is also observed that the clinic has a high concentration of people who are found at the lower end of the socioeconomic ladder, or have having difficulties in accessing care; thereby aggravating their health issues. Also, underserved minority groups are highly represented and this leads to the fact that such people experience cultural and linguistic barriers related to access to care.

    It is possible to single out a number of recurrent issues in the clinic, such as the absence of individual care plans offered to the patients, coordination among various healthcare services, as well as the overall inability to manage the emotional and psychological aspects of patients with recurring breast cancer. The emotional load of recurrence is very problematic to many patients, and the mental health needs of many patients are simply provided with no attention but rather concentrated on the clinical treatment. The other significant concern is the problem of the constant monitoring of recurrent breast cancer treatment that can be addressed only with constant surveillance and advanced diagnostic equipment.

    **ii. Problem Statement and Target Population**

    The identified problem is insufficient care and treatment of recurrent breast cancer in the clinic. These comprise lapses in clinical as well as emotional support to the patients, which means poor outcomes in both survival rates and quality of life. A total number of adult women diagnosed with recurrent breast cancer and their families, which are frequently involved in the process of care, should become the target population of this problem.

    The scale of this issue is not narrow enough so that it can be approached only through a single perspective; this is clinical, psychological, and socio-cultural. Clinically, the issue is the difficulty in coping with a long-term disease, the need to pay constant attention to it, treating side effects, and developing an individual treatment strategy. The psychological aspect consists of the emotional burden on patients who could be affected by anxiety, depression, and hopelessness concerning their cancer returning. Lastly, at a social level, the issue consists of socio-economic position, care accessibility issues, and cultural challenges among heterogeneous populations as well.

    The problem of recurring breast cancer cannot be ignored, since it is relevant enough to be explored and carefully planned in terms of interventions. Due to the challenges of managing cancer recurrence effectively, its issue has numerous aspects that have to be handled comprehensively and multidisciplinary. By creating an evidence-based project, it will be possible to work on these dimensions and develop a more effective care model that does not only look at clinical treatment of a patient but also his/her emotional well-being and provide care to more people, especially underserved populations.

    **iii. Significance of the Evidence-Based Project**

    Recurrent breast cancer is one of the biggest issues in the field of oncology. The recurrent cancer is one of the areas where the know-how is lacking due to the changes in the treatment protocols. This renders it an extremely important subject of evidence-based practice (EBP) and intervention. These gaps will be important in the improvement of clinical outcomes and the quality of life of the patients with recurrent breast cancer through this project.

    Among the key clinical gaps revealed based on the observations, the lack of coordination among various healthcare providers can be pointed out. Although the oncologists are concerned with medical management, patients usually lack adequate services regarding the provision of emotional counseling, symptom management, and primary care/specialist integration services. Most patients in the clinic have complained of a lack of consistency in follow-up visits as well as psychological support to enable them to bear the psychological stress associated with recurrent cancer. This failure to coordinate care is why it usually creates an uncoordinated treatment plan that makes the patient feel not supported, medically and psychologically.

    This evidence-based project is also important due to such studies as the importance of psychosocial support in cancer care in the research. Research has indicated that the survivors of breast cancer, especially those who have a recurring cancer, are at risk of depression, anxiety, and distress. A research study performed in one of the cities revealed that 4 out of 10 breast cancer victims show a high degree of psychological distress, and victims with the recurrence of cancer report more anxiety (Sohrabei et al., 2024). Neglecting these psychological needs will result in poorer clinical consequences, and the patient might fail to comply with the treatment regimen because of mental issues.

    In addition, breast cancer is also characterized by intermittent and costly pre- and post-treatment regimes, which have to be carefully monitored and modified. Due to the availability of resources or a lack of coordination among the healthcare providers, the implementation of innovative diagnostic technologies and bespoke treatment programs might be obstructed (Hu, 2022). This points to the robustness of the system of care toward more holistic provision of support, which combines clinical and emotional assistance as a way to meet multidimensional needs of patients.

    The studies on the management of recurrent breast cancer have been numerous, but that does not say that they are perfect, as there are still loopholes in projecting the most comprehensive study on breast cancer management. Evidence-based models have proven that multidisciplinary teams are capable of increasing patient outcomes by applying both the physical and the emotional requirements of patients (Franzoi et al., 2025). Nevertheless, they are not always implemented consistently into various clinical environments, therefore failing to provide an opportunity to achieve better patient satisfaction and clinical outcomes.

    The nursing profession will be added to this evidence-based project by improving the quality of care for patients with recurrent breast cancer, filling in the care gaps, facilitating coordination with other healthcare providers, and adding psychosocial support for the patients in the care plan. This way, it will conform to the objectives of the nursing profession, such as holistic care practice, patient-centered practice, and better patient outcomes.

    **References**

    Hu, K. (2022).
    _Psychological distress and breast cancer: a bidirectional link_. Karolinska Institutet (Sweden).
    [https://search.proquest.com/openview/de7854730fe5d3da28536a211c7197ae/1?pq-origsite=gscholar&cbl=2026366&diss=y](https://search.proquest.com/openview/de7854730fe5d3da28536a211c7197ae/1?pq-origsite=gscholar&cbl=2026366&diss=y)

    Sohrabei, S., Moghaddasi, H., Hosseini, A., & Ehsanzadeh, S. J. (2024). Investigating the effects of artificial intelligence on the personalization of breast cancer management: a systematic study.
    _BMC cancer_,
    _24_(1), 852.
    [https://link.springer.com/article/10.1186/s12885-024-12575-1](https://link.springer.com/article/10.1186/s12885-024-12575-1)

    Franzoi, M. A., Janni, W., Erdmann-Sager, J., Kline-Quiroz, C., Schäffler, H., Pfister, K., … & Luis, I. V. (2025). Long-Term Follow-Up Care After Treatment for Primary Breast Cancer: Strategies and Considerations.
    _American Society of Clinical Oncology Educational Book_,
    _45_(3), e473472.
    [https://ascopubs.org/doi/abs/10.1200/EDBK-25-473472](https://ascopubs.org/doi/abs/10.1200/EDBK-25-473472)

    **## EnhancingQualityofLifeinRecurrentBreastCancerCare.docx**

    2

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    Name:

    Instructor:

    School:

    Date:

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    **1. Introduction**

    Among adult women (P) aged 40 years or older with recurrent breast cancer (P), does a multidisciplinary and psychosocially integrated care model as provided by a nurse (I), compared to the oncology standard follow-up care (C), improve patient-reported quality of life and care coordination outcomes (O) over 6 months (T)? Relapsed breast cancer presents a high clinical, emotional, and systemic burden, particularly in underserved groups. The integrative literature review aggregates the results of research on the areas of nursing, oncology, and public health to identify a comprehensive care solution for this population. The objective is to review existing literature about multidisciplinary coordination, psychosocial support, health equity, and technology-improved follow-up in breast cancer recurrence management. The importance of holistic care, access differences, emotional burden, and the possibility of EBI resulting in better quality of life and continuity of care are among the main themes.

    **2. Methodology of the Literature Search**

    A thorough literature search was performed via PubMed, CINAHL, and Google Scholar. The research strategy included peer-reviewed articles, systematic reviews, evidence-based guidelines, and pertinent toolkits that were published in the last 5-7 years (2018-2025). Keywords applied were recurrent breast cancer, care coordination, psychosocial support, multidisciplinary care, nursing intervention, and health disparities. Research articles were identified using their relevance to the sphere of nursing and patient-centered care in oncology. Seven scholarly sources and three clinical practice guides (tools and guidelines) were synthesized in disorders and conditions to identify trends, strengths, and gaps in care delivery of individuals with breast cancer recurrence within different clinical environments.

    **3. Thematic Synthesis of Literature**

    **3.1 Multidisciplinary and Individualized Care Models**

    The complex nature of treating the disease in recurrent breast cancer cases has introduced multidisciplinary care models as a necessity in treating patients. These models provide patients with a team of oncologists that is coordinated with primary care providers, advanced practice nurses, and also mental health team players. The study conducted by Götze et al. (2019) proved that clinically, multidisciplinary follow-ups resulted in major differences in clinical outcomes, less connectedness to hospitals, and an increase in patient satisfaction. The above findings support the existence of shared care and a smooth transition between the care settings.

    Nevertheless, there is still variation in which such models are applied in different clinics, particularly in those that focus on underserved audiences. Such aspects as poor staffing levels, an absence of interprofessional communication channels, and care silos restrict the potential of this strategy. It is possible that some oncology practices use the old physician-centered model, in which the presence of psychosocial and nursing contributions is small or not coordinated.

    Such discrepancy is representative of the issue observed in the clinical environment mentioned in the PICOT question, in which gaps are present in emotional as well as medical care. These gaps can be closed through the standardization of multidisciplinary protocols, including organized care paths or common electronic health records. Making nurse-led coordination in multidisciplinary teams a priority dimension, clinics could incorporate patient-centered care into their practice to consider the unique needs of women with recurrent breast cancer, particularly in the socioeconomically disadvantaged areas.

    **3.2 Psychosocial Support and Mental Health Interventions**

    Psychological distress is widely prevalent but under-sensed in cases of repeated breast cancer, and it is usually shown in the form of worry, desolation, and dread of existence. According to Ding et al. (2024), the proportion of breast cancer survivors with recurrence and occurrence of clinically significant psychological symptoms reaches up to 40 percent. The recurrence of cancer often rekindles the fears of death, the burden of treatment, and the loss of independence. Conroy (2023) also underlined that the presence of psychological distress among the representatives of this population is both a manifestation and a predictor of poor adherence to treatment, and the relationship between them is mutual.

    Even then, not all cancer care facilities allow systematic mental screenings or access to counseling sources. The obstacles are the limitation of the trained personnel in the field of psycho-oncology, the low reimbursement of mental services, and the culture of clinical practice oriented to biomedical issues rather than emotions. This is consistent with the problems manifested in the PICOT clinical site, where emotional needs are somewhat neglected in the regular follow-up visits.

    These gaps can be improved greatly by addressing them. Research demonstrated the effectiveness of combining cognitive-behavioral brief interventions, mindfulness, and support groups on the decrease in distress and increase in adherence in the setting of oncology (Chen et al., 2024). In addition, the quality of life and resilience of patients can significantly increase when nurses and advanced practice providers are addressed to provide frontline or early referral psychological assistance. A total focus on recurrence management must have these services embedded within a nurse-led model of care.

    **3.3 Cultural and Socioeconomic Barriers to Care**

    Social determinants of health play a great role in the occurrence of patients with recurrent breast cancer, particularly in the urban clinics with diverse, low-income patients. Such aspects as language barriers, health literacy disparities, and low financial capacity often create a hindrance to timely follow-up, mental health care, and supportive services. There is inherent disparity in the population of minorities, which may be explained by systemic unfairness and historical distrust of healthcare systems.

    It has been noted in studies that as compared to white women, African American and Hispanic women with frequent cases of breast cancer experience lower possibilities of having guideline concordance care and greater possibilities of reporting support needs. The gaps are further widened if cultural-based interventions are not employed (National Comprehensive Cancer Network, 2025). Medication mistakes, misinterpretation of the symptoms of recurrence, and under-utilization of the services of prevention also can be caused by health literacy challenges.

    Such guidance provided by the American Cancer Society, a Cancer Disparities Framework, and the culturally competent care models presented by the Oncology Nursing Society recommends the employment of interpreters, bilingual employees, and education content to bridge these gaps (American Society of Clinical Oncology, 2023). The topicality of the issue to the PICOT setting is straightforward: underserved patients within the clinic mentioned above experience linguistic and economic factors that negatively affect the delivery of sensitive holistic cancer care.

    In order to handle these disparities, it would be imperative to consider cultural competence training, community involvement, and nurse-based outreach programs as essential intervention model elements to aim at better quality of life in women with recurring breast cancer.

    **3.4 Use of Emerging Technologies and Evidence-Based Guidelines**

    The modern advancement in health technology has established the possibility to provide more personal and responsive care to the patients with chronic and recurrent disorders such as breast cancer. Chen et al. (2024) also established that artificial intelligence (AI) and digital surveillance technologies, including wearable symptom trackers, mobile health applications, and AI-enhanced imaging, are useful in early detection of the rise, as well as in better individualized treatment plans.

    Guidelines of evidence-based characteristics of such bodies as the American Society of Clinical Oncology (ASCO) and the National Comprehensive Cancer Network (NCCN) organize the following care into structured patterns, but its use is diverse. Such protocols cannot be regularly used in resource-limited clinics where the infrastructure is weak or the training or digital literacy of patients and providers is low.

    The clinic described in the PICOT framework demonstrates this fact, as holes in uniform monitoring and observance of the use of standard follow-up processes hinder the provision of quality care. This can be supplemented by the use of user-friendly digital solutions and systems dedicated to nurse-specific monitoring functions, real-time data allowing patients to monitor their symptoms, treatment prompting, and increased communication between care professionals and clients.

    Notwithstanding such innovations, problems still exist. Costly implementation, training, and privacy issues involving the data can be the hindrances to the adoption of technology. However, technology in conjunction with nurse-led case management and culture-specific patient education has the potential to fill the gap that recurring breast cancer patients experience in follow-up care and monitoring in underserved environments (Zhu et al., 2025).

    **4. Summary of Current Knowledge and Gaps**

    There are currently very solid arguments and data that multidisciplinary care teams and psychosocial interventions should be incorporated into the treatment of recurrent breast cancer. Literature shows that multidisciplinary collaboration between oncology providers, primary care providers, nursing, and mental health providers enhances clinical outcomes as well as quality of life as reported by the patient. Similarly, stratified protocols of follow-up, as well as digital monitoring, increase patient engagement and adherence. But still the application of these best practices is not constant in diversified clinical settings, especially in resource-poor populations/underserved populations.

    There is moderate to strong evidence on the effectiveness of these interventions, and this effectiveness is impaired by access and staffing, infrastructure, and cultural responsiveness variability. Organizational guidelines have been provided by entities like ASCO and NCCN but have not been fully used because of such contextual constraints.

    The question is how to effectively manage to transfer and implement these models into various under-resourced environments. There exist gaps in care continuity, culturally informed approaches, and integration of nurse-led coordination structures, which all restrict the power of current evidence, as well as limit the provision of equitable care to women with breast cancer recurrences.

    **5. Implications for Advanced Nursing Practice**

    Advanced practice nurses (APRNs) have an important role in providing care to individuals with recurrent breast cancers due to their unique position with multiple challenges. Being care coordinators, they are in a position to lead multidisciplinary teams in the context of simultaneous, effective, and smooth communication and treatment planning among different specialties. APRNs additionally learn how to do mental health screening and offer first-level psychosocial support to close the emotional gap that is regularly ignored. Moreover, cultural competence enables them to promote targeting underserved populations because they are able to respond according to the linguistic, financial, and social situations of patients.

    Such roles correlate with the nursing metaparadigm, more specifically, with the notions of person-centered care, holistic practice, and health promotion. The concept of evidence-based practice (EBP) is enhanced by APRNs implementing research knowledge into a structured plan of targeted interventions by individualized care, which helps improve health equity and patient outcomes (Zhu et al., 2025). With nurse-led and integrated care models, APRNs possess a pivotal role in the realization of the PICOT intervention. This project will be a success by their ability to drive systems-level change that is empirically informed as well as reflects the lived experiences of vulnerable patient pools.

    **6. Conclusion**

    Effective interventions are needed to raise the rates of women with recurrent breast cancer, and this must entail evidence-based as well as integrated care that focuses on clinical coordination, emotional support, health disparities, and the use of technology. This literature review proves the worth of multidisciplinary, nurse-led models and points out the gaps in the implementation of a real-life scenario of such models. The production design of a culturally responsive, psychosocially integrated practice intervention dealing with underserved populations in oncology will become the next step in this project to deal with in the framework of an advanced nursing practice.

    **References**

    American Society of Clinical Oncology. (2023).
    _NCCN clinical practice guidelines in oncology: Breast cancer survivorship care_. ASCO.
    [https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care](https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care)

    Chen, X., Chaimongkol, N., & Hengudomsub, P. (2024). Effects of a phone-based support program for women with breast cancer undergoing chemotherapy: a pilot study.
    _SAGE Open Nursing_,
    _10_, 23779608241231176.
    [https://journals.sagepub.com/doi/abs/10.1177/23779608241231176](https://journals.sagepub.com/doi/abs/10.1177/23779608241231176)

    Conroy, R. (2023). Proactive Care Pathway May Support Breast Cancer Survivor Needs.
    _Cancer Network_, NA-NA.
    [https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs](https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs)

    Ding, Y., Zhang, L., Zhang, L., & Zhong, Q. (2024). Research Status of Fear of Cancer Recurrence in Breast Cancer Patients.
    _Journal of Cancer Therapy_,
    _15_(9), 311-319.
    [https://www.scirp.org/journal/paperinformation?paperid=135670](https://www.scirp.org/journal/paperinformation?paperid=135670)

    Götze, H., Taubenheim, S., Dietz, A., Lordick, F., & Mehnert‐Theuerkauf, A. (2019). Fear of cancer recurrence across the survivorship trajectory: results from a survey of adult long‐term cancer survivors.
    _Psycho‐oncology_,
    _28_(10), 2033-2041.
    [https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188](https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188)

    National Comprehensive Cancer Network. (2025).
    _NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®): Breast Cancer. Version 4.2025_. NCCN. Retrieved July 7, 2025,
    [https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419](https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419)

    Zhu, X., Lei, J., Chen, R., Chen, Z., Xiong, Z., Yang, L., … & Zhang, H. (2025). Cancer Recurrence Fear and Return to Work in Breast Cancer Survivors: The Mediating Effects of Health Literacy.
    _Journal of Multidisciplinary Healthcare_, 1031-1041.
    [https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387](https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387)

    **## EnhancingQualityofLifeinRecurrentBreastCancerCare.docx**

    2

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    Name:

    Instructor:

    School:

    Date:

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    **1. Introduction**

    Among adult women (P) aged 40 years or older with recurrent breast cancer (P), does a multidisciplinary and psychosocially integrated care model as provided by a nurse (I), compared to the oncology standard follow-up care (C), improve patient-reported quality of life and care coordination outcomes (O) over 6 months (T)? Relapsed breast cancer presents a high clinical, emotional, and systemic burden, particularly in underserved groups. The integrative literature review aggregates the results of research on the areas of nursing, oncology, and public health to identify a comprehensive care solution for this population. The objective is to review existing literature about multidisciplinary coordination, psychosocial support, health equity, and technology-improved follow-up in breast cancer recurrence management. The importance of holistic care, access differences, emotional burden, and the possibility of EBI resulting in better quality of life and continuity of care are among the main themes.

    **2. Methodology of the Literature Search**

    A thorough literature search was performed via PubMed, CINAHL, and Google Scholar. The research strategy included peer-reviewed articles, systematic reviews, evidence-based guidelines, and pertinent toolkits that were published in the last 5-7 years (2018-2025). Keywords applied were recurrent breast cancer, care coordination, psychosocial support, multidisciplinary care, nursing intervention, and health disparities. Research articles were identified using their relevance to the sphere of nursing and patient-centered care in oncology. Seven scholarly sources and three clinical practice guides (tools and guidelines) were synthesized in disorders and conditions to identify trends, strengths, and gaps in care delivery of individuals with breast cancer recurrence within different clinical environments.

    **3. Thematic Synthesis of Literature**

    **3.1 Multidisciplinary and Individualized Care Models**

    The complex nature of treating the disease in recurrent breast cancer cases has introduced multidisciplinary care models as a necessity in treating patients. These models provide patients with a team of oncologists that is coordinated with primary care providers, advanced practice nurses, and also mental health team players. The study conducted by Götze et al. (2019) proved that clinically, multidisciplinary follow-ups resulted in major differences in clinical outcomes, less connectedness to hospitals, and an increase in patient satisfaction. The above findings support the existence of shared care and a smooth transition between the care settings.

    Nevertheless, there is still variation in which such models are applied in different clinics, particularly in those that focus on underserved audiences. Such aspects as poor staffing levels, an absence of interprofessional communication channels, and care silos restrict the potential of this strategy. It is possible that some oncology practices use the old physician-centered model, in which the presence of psychosocial and nursing contributions is small or not coordinated.

    Such discrepancy is representative of the issue observed in the clinical environment mentioned in the PICOT question, in which gaps are present in emotional as well as medical care. These gaps can be closed through the standardization of multidisciplinary protocols, including organized care paths or common electronic health records. Making nurse-led coordination in multidisciplinary teams a priority dimension, clinics could incorporate patient-centered care into their practice to consider the unique needs of women with recurrent breast cancer, particularly in the socioeconomically disadvantaged areas.

    **3.2 Psychosocial Support and Mental Health Interventions**

    Psychological distress is widely prevalent but under-sensed in cases of repeated breast cancer, and it is usually shown in the form of worry, desolation, and dread of existence. According to Ding et al. (2024), the proportion of breast cancer survivors with recurrence and occurrence of clinically significant psychological symptoms reaches up to 40 percent. The recurrence of cancer often rekindles the fears of death, the burden of treatment, and the loss of independence. Conroy (2023) also underlined that the presence of psychological distress among the representatives of this population is both a manifestation and a predictor of poor adherence to treatment, and the relationship between them is mutual.

    Even then, not all cancer care facilities allow systematic mental screenings or access to counseling sources. The obstacles are the limitation of the trained personnel in the field of psycho-oncology, the low reimbursement of mental services, and the culture of clinical practice oriented to biomedical issues rather than emotions. This is consistent with the problems manifested in the PICOT clinical site, where emotional needs are somewhat neglected in the regular follow-up visits.

    These gaps can be improved greatly by addressing them. Research demonstrated the effectiveness of combining cognitive-behavioral brief interventions, mindfulness, and support groups on the decrease in distress and increase in adherence in the setting of oncology (Chen et al., 2024). In addition, the quality of life and resilience of patients can significantly increase when nurses and advanced practice providers are addressed to provide frontline or early referral psychological assistance. A total focus on recurrence management must have these services embedded within a nurse-led model of care.

    **3.3 Cultural and Socioeconomic Barriers to Care**

    Social determinants of health play a great role in the occurrence of patients with recurrent breast cancer, particularly in the urban clinics with diverse, low-income patients. Such aspects as language barriers, health literacy disparities, and low financial capacity often create a hindrance to timely follow-up, mental health care, and supportive services. There is inherent disparity in the population of minorities, which may be explained by systemic unfairness and historical distrust of healthcare systems.

    It has been noted in studies that as compared to white women, African American and Hispanic women with frequent cases of breast cancer experience lower possibilities of having guideline concordance care and greater possibilities of reporting support needs. The gaps are further widened if cultural-based interventions are not employed (National Comprehensive Cancer Network, 2025). Medication mistakes, misinterpretation of the symptoms of recurrence, and under-utilization of the services of prevention also can be caused by health literacy challenges.

    Such guidance provided by the American Cancer Society, a Cancer Disparities Framework, and the culturally competent care models presented by the Oncology Nursing Society recommends the employment of interpreters, bilingual employees, and education content to bridge these gaps (American Society of Clinical Oncology, 2023). The topicality of the issue to the PICOT setting is straightforward: underserved patients within the clinic mentioned above experience linguistic and economic factors that negatively affect the delivery of sensitive holistic cancer care.

    In order to handle these disparities, it would be imperative to consider cultural competence training, community involvement, and nurse-based outreach programs as essential intervention model elements to aim at better quality of life in women with recurring breast cancer.

    **3.4 Use of Emerging Technologies and Evidence-Based Guidelines**

    The modern advancement in health technology has established the possibility to provide more personal and responsive care to the patients with chronic and recurrent disorders such as breast cancer. Chen et al. (2024) also established that artificial intelligence (AI) and digital surveillance technologies, including wearable symptom trackers, mobile health applications, and AI-enhanced imaging, are useful in early detection of the rise, as well as in better individualized treatment plans.

    Guidelines of evidence-based characteristics of such bodies as the American Society of Clinical Oncology (ASCO) and the National Comprehensive Cancer Network (NCCN) organize the following care into structured patterns, but its use is diverse. Such protocols cannot be regularly used in resource-limited clinics where the infrastructure is weak or the training or digital literacy of patients and providers is low.

    The clinic described in the PICOT framework demonstrates this fact, as holes in uniform monitoring and observance of the use of standard follow-up processes hinder the provision of quality care. This can be supplemented by the use of user-friendly digital solutions and systems dedicated to nurse-specific monitoring functions, real-time data allowing patients to monitor their symptoms, treatment prompting, and increased communication between care professionals and clients.

    Notwithstanding such innovations, problems still exist. Costly implementation, training, and privacy issues involving the data can be the hindrances to the adoption of technology. However, technology in conjunction with nurse-led case management and culture-specific patient education has the potential to fill the gap that recurring breast cancer patients experience in follow-up care and monitoring in underserved environments (Zhu et al., 2025).

    **4. Summary of Current Knowledge and Gaps**

    There are currently very solid arguments and data that multidisciplinary care teams and psychosocial interventions should be incorporated into the treatment of recurrent breast cancer. Literature shows that multidisciplinary collaboration between oncology providers, primary care providers, nursing, and mental health providers enhances clinical outcomes as well as quality of life as reported by the patient. Similarly, stratified protocols of follow-up, as well as digital monitoring, increase patient engagement and adherence. But still the application of these best practices is not constant in diversified clinical settings, especially in resource-poor populations/underserved populations.

    There is moderate to strong evidence on the effectiveness of these interventions, and this effectiveness is impaired by access and staffing, infrastructure, and cultural responsiveness variability. Organizational guidelines have been provided by entities like ASCO and NCCN but have not been fully used because of such contextual constraints.

    The question is how to effectively manage to transfer and implement these models into various under-resourced environments. There exist gaps in care continuity, culturally informed approaches, and integration of nurse-led coordination structures, which all restrict the power of current evidence, as well as limit the provision of equitable care to women with breast cancer recurrences.

    **5. Implications for Advanced Nursing Practice**

    Advanced practice nurses (APRNs) have an important role in providing care to individuals with recurrent breast cancers due to their unique position with multiple challenges. Being care coordinators, they are in a position to lead multidisciplinary teams in the context of simultaneous, effective, and smooth communication and treatment planning among different specialties. APRNs additionally learn how to do mental health screening and offer first-level psychosocial support to close the emotional gap that is regularly ignored. Moreover, cultural competence enables them to promote targeting underserved populations because they are able to respond according to the linguistic, financial, and social situations of patients.

    Such roles correlate with the nursing metaparadigm, more specifically, with the notions of person-centered care, holistic practice, and health promotion. The concept of evidence-based practice (EBP) is enhanced by APRNs implementing research knowledge into a structured plan of targeted interventions by individualized care, which helps improve health equity and patient outcomes (Zhu et al., 2025). With nurse-led and integrated care models, APRNs possess a pivotal role in the realization of the PICOT intervention. This project will be a success by their ability to drive systems-level change that is empirically informed as well as reflects the lived experiences of vulnerable patient pools.

    **6. Conclusion**

    Effective interventions are needed to raise the rates of women with recurrent breast cancer, and this must entail evidence-based as well as integrated care that focuses on clinical coordination, emotional support, health disparities, and the use of technology. This literature review proves the worth of multidisciplinary, nurse-led models and points out the gaps in the implementation of a real-life scenario of such models. The production design of a culturally responsive, psychosocially integrated practice intervention dealing with underserved populations in oncology will become the next step in this project to deal with in the framework of an advanced nursing practice.

    **References**

    American Society of Clinical Oncology. (2023).
    _NCCN clinical practice guidelines in oncology: Breast cancer survivorship care_. ASCO.
    [https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care](https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care)

    Chen, X., Chaimongkol, N., & Hengudomsub, P. (2024). Effects of a phone-based support program for women with breast cancer undergoing chemotherapy: a pilot study.
    _SAGE Open Nursing_,
    _10_, 23779608241231176.
    [https://journals.sagepub.com/doi/abs/10.1177/23779608241231176](https://journals.sagepub.com/doi/abs/10.1177/23779608241231176)

    Conroy, R. (2023). Proactive Care Pathway May Support Breast Cancer Survivor Needs.
    _Cancer Network_, NA-NA.
    [https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs](https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs)

    Ding, Y., Zhang, L., Zhang, L., & Zhong, Q. (2024). Research Status of Fear of Cancer Recurrence in Breast Cancer Patients.
    _Journal of Cancer Therapy_,
    _15_(9), 311-319.
    [https://www.scirp.org/journal/paperinformation?paperid=135670](https://www.scirp.org/journal/paperinformation?paperid=135670)

    Götze, H., Taubenheim, S., Dietz, A., Lordick, F., & Mehnert‐Theuerkauf, A. (2019). Fear of cancer recurrence across the survivorship trajectory: results from a survey of adult long‐term cancer survivors.
    _Psycho‐oncology_,
    _28_(10), 2033-2041.
    [https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188](https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188)

    National Comprehensive Cancer Network. (2025).
    _NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®): Breast Cancer. Version 4.2025_. NCCN. Retrieved July 7, 2025,
    [https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419](https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419)

    Zhu, X., Lei, J., Chen, R., Chen, Z., Xiong, Z., Yang, L., … & Zhang, H. (2025). Cancer Recurrence Fear and Return to Work in Breast Cancer Survivors: The Mediating Effects of Health Literacy.
    _Journal of Multidisciplinary Healthcare_, 1031-1041.
    [https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387](https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387)

    **## Aimsvaluesandoutcomesbreastcancercareinstructions.docx**

    This section of your change project paper should include:

    A reference to the project’s benefits in terms of cost, time, and/or quality that address needs or changes, results, impacts, or consequences that the project has on people, programs, or institutions.

    Goals and objectives that are measurable, shared, and hypothetically agreed on by all key stakeholders. They are directly linked to the concept of project success factors.

    What variables need to be considered and and whether or not you have control over them.

    For example, if you were to implement a clinic-wide practice change, would budget be an issue and how would you address that variable?

    If you were to implement your study, consider how would you gather data. Would you choose the qualitative or quantitative method?

    An explanation of what your research will provide to the community, or to social change.

    A description of the desired outcomes: Specifically, state the purpose, focus, and viewpoint of the project as well as its expected accomplishments.

    While you may not be implementing your project, you should have a goal in mind that relates to solving your problem.

    Establish a timeline for accomplishing your project goal(s).

    This section should be 3–4 pages in length, not including the cover or reference page, and should address the intended outcomes of your project. You must reference a minimum of 3 scholarly articles.

    Use current APA format to style your paper and to cite your sources. Review the rubric for more information on how the assignment will be graded.

    **## ProblemIdentificationandDescriptionUsingPICOTFormat21.docx**

    2

    **Improving Recurrent Breast Cancer Care: Problem Identification Using the PICOT Framework**

    Name: Milena B Lopez Hernandez

    Instructor: Professor Guelsy Diaz

    School: West Coast University

    Date: 7/13/2025

    **Improving Recurrent Breast Cancer Care: Problem Identification Using the PICOT Framework**

    **i. Clinical Setting and Problem Description**

    The clinical practice that will be used in this identification of a PICOT problem is an oncology clinic involved in the treatment of recurrent breast cancer. The clinic offers follow-up services to the patients diagnosed with breast cancer, those who have recurred cancer even after undergoing anticancer treatment. The given field is an important sphere of oncology, and controlling recurring breast cancer has several challenges including complicated treatment plans, the psychological distress on individuals, and monitoring them on a regular basis to check the occurrence of a recurring condition.

    The clinic covers a big metropolitan area with massive population that includes people with specific needs of treating cancer. The patients are mainly adults over the age of 40 but a significant proportion is of those who have already had before the breast cancer treatment but are currently experiencing the reoccurrence. It is also observed that the clinic has a high concentration of people who are found at the lower end of the socioeconomic ladder, or have having difficulties in accessing care; thereby aggravating their health issues. Also, underserved minority groups are highly represented and this leads to the fact that such people experience cultural and linguistic barriers related to access to care.

    It is possible to single out a number of recurrent issues in the clinic, such as the absence of individual care plans offered to the patients, coordination among various healthcare services, as well as the overall inability to manage the emotional and psychological aspects of patients with recurring breast cancer. The emotional load of recurrence is very problematic to many patients, and the mental health needs of many patients are simply provided with no attention but rather concentrated on the clinical treatment. The other significant concern is the problem of the constant monitoring of recurrent breast cancer treatment that can be addressed only with constant surveillance and advanced diagnostic equipment.

    **ii. Problem Statement and Target Population**

    The identified problem is insufficient care and treatment of recurrent breast cancer in the clinic. These comprise lapses in clinical as well as emotional support to the patients, which means poor outcomes in both survival rates and quality of life. A total number of adult women diagnosed with recurrent breast cancer and their families, which are frequently involved in the process of care, should become the target population of this problem.

    The scale of this issue is not narrow enough so that it can be approached only through a single perspective; this is clinical, psychological, and socio-cultural. Clinically, the issue is the difficulty in coping with a long-term disease, the need to pay constant attention to it, treating side effects, and developing an individual treatment strategy. The psychological aspect consists of the emotional burden on patients who could be affected by anxiety, depression, and hopelessness concerning their cancer returning. Lastly, at a social level, the issue consists of socio-economic position, care accessibility issues, and cultural challenges among heterogeneous populations as well.

    The problem of recurring breast cancer cannot be ignored, since it is relevant enough to be explored and carefully planned in terms of interventions. Due to the challenges of managing cancer recurrence effectively, its issue has numerous aspects that have to be handled comprehensively and multidisciplinary. By creating an evidence-based project, it will be possible to work on these dimensions and develop a more effective care model that does not only look at clinical treatment of a patient but also his/her emotional well-being and provide care to more people, especially underserved populations.

    **iii. Significance of the Evidence-Based Project**

    Recurrent breast cancer is one of the biggest issues in the field of oncology. The recurrent cancer is one of the areas where the know-how is lacking due to the changes in the treatment protocols. This renders it an extremely important subject of evidence-based practice (EBP) and intervention. These gaps will be important in the improvement of clinical outcomes and the quality of life of the patients with recurrent breast cancer through this project.

    Among the key clinical gaps revealed based on the observations, the lack of coordination among various healthcare providers can be pointed out. Although the oncologists are concerned with medical management, patients usually lack adequate services regarding the provision of emotional counseling, symptom management, and primary care/specialist integration services. Most patients in the clinic have complained of a lack of consistency in follow-up visits as well as psychological support to enable them to bear the psychological stress associated with recurrent cancer. This failure to coordinate care is why it usually creates an uncoordinated treatment plan that makes the patient feel not supported, medically and psychologically.

    This evidence-based project is also important due to such studies as the importance of psychosocial support in cancer care in the research. Research has indicated that the survivors of breast cancer, especially those who have a recurring cancer, are at risk of depression, anxiety, and distress. A research study performed in one of the cities revealed that 4 out of 10 breast cancer victims show a high degree of psychological distress, and victims with the recurrence of cancer report more anxiety (Sohrabei et al., 2024). Neglecting these psychological needs will result in poorer clinical consequences, and the patient might fail to comply with the treatment regimen because of mental issues.

    In addition, breast cancer is also characterized by intermittent and costly pre- and post-treatment regimes, which have to be carefully monitored and modified. Due to the availability of resources or a lack of coordination among the healthcare providers, the implementation of innovative diagnostic technologies and bespoke treatment programs might be obstructed (Hu, 2022). This points to the robustness of the system of care toward more holistic provision of support, which combines clinical and emotional assistance as a way to meet multidimensional needs of patients.

    The studies on the management of recurrent breast cancer have been numerous, but that does not say that they are perfect, as there are still loopholes in projecting the most comprehensive study on breast cancer management. Evidence-based models have proven that multidisciplinary teams are capable of increasing patient outcomes by applying both the physical and the emotional requirements of patients (Franzoi et al., 2025). Nevertheless, they are not always implemented consistently into various clinical environments, therefore failing to provide an opportunity to achieve better patient satisfaction and clinical outcomes.

    The nursing profession will be added to this evidence-based project by improving the quality of care for patients with recurrent breast cancer, filling in the care gaps, facilitating coordination with other healthcare providers, and adding psychosocial support for the patients in the care plan. This way, it will conform to the objectives of the nursing profession, such as holistic care practice, patient-centered practice, and better patient outcomes.

    **References**

    Hu, K. (2022).
    _Psychological distress and breast cancer: a bidirectional link_. Karolinska Institutet (Sweden).
    [https://search.proquest.com/openview/de7854730fe5d3da28536a211c7197ae/1?pq-origsite=gscholar&cbl=2026366&diss=y](https://search.proquest.com/openview/de7854730fe5d3da28536a211c7197ae/1?pq-origsite=gscholar&cbl=2026366&diss=y)

    Sohrabei, S., Moghaddasi, H., Hosseini, A., & Ehsanzadeh, S. J. (2024). Investigating the effects of artificial intelligence on the personalization of breast cancer management: a systematic study.
    _BMC cancer_,
    _24_(1), 852.
    [https://link.springer.com/article/10.1186/s12885-024-12575-1](https://link.springer.com/article/10.1186/s12885-024-12575-1)

    Franzoi, M. A., Janni, W., Erdmann-Sager, J., Kline-Quiroz, C., Schäffler, H., Pfister, K., … & Luis, I. V. (2025). Long-Term Follow-Up Care After Treatment for Primary Breast Cancer: Strategies and Considerations.
    _American Society of Clinical Oncology Educational Book_,
    _45_(3), e473472.
    [https://ascopubs.org/doi/abs/10.1200/EDBK-25-473472](https://ascopubs.org/doi/abs/10.1200/EDBK-25-473472)

    **## EnhancingQualityofLifeinRecurrentBreastCancerCare.docx**

    2

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    Name:

    Instructor:

    School:

    Date:

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    **1. Introduction**

    Among adult women (P) aged 40 years or older with recurrent breast cancer (P), does a multidisciplinary and psychosocially integrated care model as provided by a nurse (I), compared to the oncology standard follow-up care (C), improve patient-reported quality of life and care coordination outcomes (O) over 6 months (T)? Relapsed breast cancer presents a high clinical, emotional, and systemic burden, particularly in underserved groups. The integrative literature review aggregates the results of research on the areas of nursing, oncology, and public health to identify a comprehensive care solution for this population. The objective is to review existing literature about multidisciplinary coordination, psychosocial support, health equity, and technology-improved follow-up in breast cancer recurrence management. The importance of holistic care, access differences, emotional burden, and the possibility of EBI resulting in better quality of life and continuity of care are among the main themes.

    **2. Methodology of the Literature Search**

    A thorough literature search was performed via PubMed, CINAHL, and Google Scholar. The research strategy included peer-reviewed articles, systematic reviews, evidence-based guidelines, and pertinent toolkits that were published in the last 5-7 years (2018-2025). Keywords applied were recurrent breast cancer, care coordination, psychosocial support, multidisciplinary care, nursing intervention, and health disparities. Research articles were identified using their relevance to the sphere of nursing and patient-centered care in oncology. Seven scholarly sources and three clinical practice guides (tools and guidelines) were synthesized in disorders and conditions to identify trends, strengths, and gaps in care delivery of individuals with breast cancer recurrence within different clinical environments.

    **3. Thematic Synthesis of Literature**

    **3.1 Multidisciplinary and Individualized Care Models**

    The complex nature of treating the disease in recurrent breast cancer cases has introduced multidisciplinary care models as a necessity in treating patients. These models provide patients with a team of oncologists that is coordinated with primary care providers, advanced practice nurses, and also mental health team players. The study conducted by Götze et al. (2019) proved that clinically, multidisciplinary follow-ups resulted in major differences in clinical outcomes, less connectedness to hospitals, and an increase in patient satisfaction. The above findings support the existence of shared care and a smooth transition between the care settings.

    Nevertheless, there is still variation in which such models are applied in different clinics, particularly in those that focus on underserved audiences. Such aspects as poor staffing levels, an absence of interprofessional communication channels, and care silos restrict the potential of this strategy. It is possible that some oncology practices use the old physician-centered model, in which the presence of psychosocial and nursing contributions is small or not coordinated.

    Such discrepancy is representative of the issue observed in the clinical environment mentioned in the PICOT question, in which gaps are present in emotional as well as medical care. These gaps can be closed through the standardization of multidisciplinary protocols, including organized care paths or common electronic health records. Making nurse-led coordination in multidisciplinary teams a priority dimension, clinics could incorporate patient-centered care into their practice to consider the unique needs of women with recurrent breast cancer, particularly in the socioeconomically disadvantaged areas.

    **3.2 Psychosocial Support and Mental Health Interventions**

    Psychological distress is widely prevalent but under-sensed in cases of repeated breast cancer, and it is usually shown in the form of worry, desolation, and dread of existence. According to Ding et al. (2024), the proportion of breast cancer survivors with recurrence and occurrence of clinically significant psychological symptoms reaches up to 40 percent. The recurrence of cancer often rekindles the fears of death, the burden of treatment, and the loss of independence. Conroy (2023) also underlined that the presence of psychological distress among the representatives of this population is both a manifestation and a predictor of poor adherence to treatment, and the relationship between them is mutual.

    Even then, not all cancer care facilities allow systematic mental screenings or access to counseling sources. The obstacles are the limitation of the trained personnel in the field of psycho-oncology, the low reimbursement of mental services, and the culture of clinical practice oriented to biomedical issues rather than emotions. This is consistent with the problems manifested in the PICOT clinical site, where emotional needs are somewhat neglected in the regular follow-up visits.

    These gaps can be improved greatly by addressing them. Research demonstrated the effectiveness of combining cognitive-behavioral brief interventions, mindfulness, and support groups on the decrease in distress and increase in adherence in the setting of oncology (Chen et al., 2024). In addition, the quality of life and resilience of patients can significantly increase when nurses and advanced practice providers are addressed to provide frontline or early referral psychological assistance. A total focus on recurrence management must have these services embedded within a nurse-led model of care.

    **3.3 Cultural and Socioeconomic Barriers to Care**

    Social determinants of health play a great role in the occurrence of patients with recurrent breast cancer, particularly in the urban clinics with diverse, low-income patients. Such aspects as language barriers, health literacy disparities, and low financial capacity often create a hindrance to timely follow-up, mental health care, and supportive services. There is inherent disparity in the population of minorities, which may be explained by systemic unfairness and historical distrust of healthcare systems.

    It has been noted in studies that as compared to white women, African American and Hispanic women with frequent cases of breast cancer experience lower possibilities of having guideline concordance care and greater possibilities of reporting support needs. The gaps are further widened if cultural-based interventions are not employed (National Comprehensive Cancer Network, 2025). Medication mistakes, misinterpretation of the symptoms of recurrence, and under-utilization of the services of prevention also can be caused by health literacy challenges.

    Such guidance provided by the American Cancer Society, a Cancer Disparities Framework, and the culturally competent care models presented by the Oncology Nursing Society recommends the employment of interpreters, bilingual employees, and education content to bridge these gaps (American Society of Clinical Oncology, 2023). The topicality of the issue to the PICOT setting is straightforward: underserved patients within the clinic mentioned above experience linguistic and economic factors that negatively affect the delivery of sensitive holistic cancer care.

    In order to handle these disparities, it would be imperative to consider cultural competence training, community involvement, and nurse-based outreach programs as essential intervention model elements to aim at better quality of life in women with recurring breast cancer.

    **3.4 Use of Emerging Technologies and Evidence-Based Guidelines**

    The modern advancement in health technology has established the possibility to provide more personal and responsive care to the patients with chronic and recurrent disorders such as breast cancer. Chen et al. (2024) also established that artificial intelligence (AI) and digital surveillance technologies, including wearable symptom trackers, mobile health applications, and AI-enhanced imaging, are useful in early detection of the rise, as well as in better individualized treatment plans.

    Guidelines of evidence-based characteristics of such bodies as the American Society of Clinical Oncology (ASCO) and the National Comprehensive Cancer Network (NCCN) organize the following care into structured patterns, but its use is diverse. Such protocols cannot be regularly used in resource-limited clinics where the infrastructure is weak or the training or digital literacy of patients and providers is low.

    The clinic described in the PICOT framework demonstrates this fact, as holes in uniform monitoring and observance of the use of standard follow-up processes hinder the provision of quality care. This can be supplemented by the use of user-friendly digital solutions and systems dedicated to nurse-specific monitoring functions, real-time data allowing patients to monitor their symptoms, treatment prompting, and increased communication between care professionals and clients.

    Notwithstanding such innovations, problems still exist. Costly implementation, training, and privacy issues involving the data can be the hindrances to the adoption of technology. However, technology in conjunction with nurse-led case management and culture-specific patient education has the potential to fill the gap that recurring breast cancer patients experience in follow-up care and monitoring in underserved environments (Zhu et al., 2025).

    **4. Summary of Current Knowledge and Gaps**

    There are currently very solid arguments and data that multidisciplinary care teams and psychosocial interventions should be incorporated into the treatment of recurrent breast cancer. Literature shows that multidisciplinary collaboration between oncology providers, primary care providers, nursing, and mental health providers enhances clinical outcomes as well as quality of life as reported by the patient. Similarly, stratified protocols of follow-up, as well as digital monitoring, increase patient engagement and adherence. But still the application of these best practices is not constant in diversified clinical settings, especially in resource-poor populations/underserved populations.

    There is moderate to strong evidence on the effectiveness of these interventions, and this effectiveness is impaired by access and staffing, infrastructure, and cultural responsiveness variability. Organizational guidelines have been provided by entities like ASCO and NCCN but have not been fully used because of such contextual constraints.

    The question is how to effectively manage to transfer and implement these models into various under-resourced environments. There exist gaps in care continuity, culturally informed approaches, and integration of nurse-led coordination structures, which all restrict the power of current evidence, as well as limit the provision of equitable care to women with breast cancer recurrences.

    **5. Implications for Advanced Nursing Practice**

    Advanced practice nurses (APRNs) have an important role in providing care to individuals with recurrent breast cancers due to their unique position with multiple challenges. Being care coordinators, they are in a position to lead multidisciplinary teams in the context of simultaneous, effective, and smooth communication and treatment planning among different specialties. APRNs additionally learn how to do mental health screening and offer first-level psychosocial support to close the emotional gap that is regularly ignored. Moreover, cultural competence enables them to promote targeting underserved populations because they are able to respond according to the linguistic, financial, and social situations of patients.

    Such roles correlate with the nursing metaparadigm, more specifically, with the notions of person-centered care, holistic practice, and health promotion. The concept of evidence-based practice (EBP) is enhanced by APRNs implementing research knowledge into a structured plan of targeted interventions by individualized care, which helps improve health equity and patient outcomes (Zhu et al., 2025). With nurse-led and integrated care models, APRNs possess a pivotal role in the realization of the PICOT intervention. This project will be a success by their ability to drive systems-level change that is empirically informed as well as reflects the lived experiences of vulnerable patient pools.

    **6. Conclusion**

    Effective interventions are needed to raise the rates of women with recurrent breast cancer, and this must entail evidence-based as well as integrated care that focuses on clinical coordination, emotional support, health disparities, and the use of technology. This literature review proves the worth of multidisciplinary, nurse-led models and points out the gaps in the implementation of a real-life scenario of such models. The production design of a culturally responsive, psychosocially integrated practice intervention dealing with underserved populations in oncology will become the next step in this project to deal with in the framework of an advanced nursing practice.

    **References**

    American Society of Clinical Oncology. (2023).
    _NCCN clinical practice guidelines in oncology: Breast cancer survivorship care_. ASCO.
    [https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care](https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care)

    Chen, X., Chaimongkol, N., & Hengudomsub, P. (2024). Effects of a phone-based support program for women with breast cancer undergoing chemotherapy: a pilot study.
    _SAGE Open Nursing_,
    _10_, 23779608241231176.
    [https://journals.sagepub.com/doi/abs/10.1177/23779608241231176](https://journals.sagepub.com/doi/abs/10.1177/23779608241231176)

    Conroy, R. (2023). Proactive Care Pathway May Support Breast Cancer Survivor Needs.
    _Cancer Network_, NA-NA.
    [https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs](https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs)

    Ding, Y., Zhang, L., Zhang, L., & Zhong, Q. (2024). Research Status of Fear of Cancer Recurrence in Breast Cancer Patients.
    _Journal of Cancer Therapy_,
    _15_(9), 311-319.
    [https://www.scirp.org/journal/paperinformation?paperid=135670](https://www.scirp.org/journal/paperinformation?paperid=135670)

    Götze, H., Taubenheim, S., Dietz, A., Lordick, F., & Mehnert‐Theuerkauf, A. (2019). Fear of cancer recurrence across the survivorship trajectory: results from a survey of adult long‐term cancer survivors.
    _Psycho‐oncology_,
    _28_(10), 2033-2041.
    [https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188](https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188)

    National Comprehensive Cancer Network. (2025).
    _NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®): Breast Cancer. Version 4.2025_. NCCN. Retrieved July 7, 2025,
    [https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419](https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419)

    Zhu, X., Lei, J., Chen, R., Chen, Z., Xiong, Z., Yang, L., … & Zhang, H. (2025). Cancer Recurrence Fear and Return to Work in Breast Cancer Survivors: The Mediating Effects of Health Literacy.
    _Journal of Multidisciplinary Healthcare_, 1031-1041.
    [https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387](https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387)

    **## Aimsvaluesandoutcomesbreastcancercareinstructions.docx**

    This section of your change project paper should include:

    A reference to the project’s benefits in terms of cost, time, and/or quality that address needs or changes, results, impacts, or consequences that the project has on people, programs, or institutions.

    Goals and objectives that are measurable, shared, and hypothetically agreed on by all key stakeholders. They are directly linked to the concept of project success factors.

    What variables need to be considered and and whether or not you have control over them.

    For example, if you were to implement a clinic-wide practice change, would budget be an issue and how would you address that variable?

    If you were to implement your study, consider how would you gather data. Would you choose the qualitative or quantitative method?

    An explanation of what your research will provide to the community, or to social change.

    A description of the desired outcomes: Specifically, state the purpose, focus, and viewpoint of the project as well as its expected accomplishments.

    While you may not be implementing your project, you should have a goal in mind that relates to solving your problem.

    Establish a timeline for accomplishing your project goal(s).

    This section should be 3–4 pages in length, not including the cover or reference page, and should address the intended outcomes of your project. You must reference a minimum of 3 scholarly articles.

    Use current APA format to style your paper and to cite your sources. Review the rubric for more information on how the assignment will be graded.

    **## ProblemIdentificationandDescriptionUsingPICOTFormat21.docx**

    2

    **Improving Recurrent Breast Cancer Care: Problem Identification Using the PICOT Framework**

    Name: Milena B Lopez Hernandez

    Instructor: Professor Guelsy Diaz

    School: West Coast University

    Date: 7/13/2025

    **Improving Recurrent Breast Cancer Care: Problem Identification Using the PICOT Framework**

    **i. Clinical Setting and Problem Description**

    The clinical practice that will be used in this identification of a PICOT problem is an oncology clinic involved in the treatment of recurrent breast cancer. The clinic offers follow-up services to the patients diagnosed with breast cancer, those who have recurred cancer even after undergoing anticancer treatment. The given field is an important sphere of oncology, and controlling recurring breast cancer has several challenges including complicated treatment plans, the psychological distress on individuals, and monitoring them on a regular basis to check the occurrence of a recurring condition.

    The clinic covers a big metropolitan area with massive population that includes people with specific needs of treating cancer. The patients are mainly adults over the age of 40 but a significant proportion is of those who have already had before the breast cancer treatment but are currently experiencing the reoccurrence. It is also observed that the clinic has a high concentration of people who are found at the lower end of the socioeconomic ladder, or have having difficulties in accessing care; thereby aggravating their health issues. Also, underserved minority groups are highly represented and this leads to the fact that such people experience cultural and linguistic barriers related to access to care.

    It is possible to single out a number of recurrent issues in the clinic, such as the absence of individual care plans offered to the patients, coordination among various healthcare services, as well as the overall inability to manage the emotional and psychological aspects of patients with recurring breast cancer. The emotional load of recurrence is very problematic to many patients, and the mental health needs of many patients are simply provided with no attention but rather concentrated on the clinical treatment. The other significant concern is the problem of the constant monitoring of recurrent breast cancer treatment that can be addressed only with constant surveillance and advanced diagnostic equipment.

    **ii. Problem Statement and Target Population**

    The identified problem is insufficient care and treatment of recurrent breast cancer in the clinic. These comprise lapses in clinical as well as emotional support to the patients, which means poor outcomes in both survival rates and quality of life. A total number of adult women diagnosed with recurrent breast cancer and their families, which are frequently involved in the process of care, should become the target population of this problem.

    The scale of this issue is not narrow enough so that it can be approached only through a single perspective; this is clinical, psychological, and socio-cultural. Clinically, the issue is the difficulty in coping with a long-term disease, the need to pay constant attention to it, treating side effects, and developing an individual treatment strategy. The psychological aspect consists of the emotional burden on patients who could be affected by anxiety, depression, and hopelessness concerning their cancer returning. Lastly, at a social level, the issue consists of socio-economic position, care accessibility issues, and cultural challenges among heterogeneous populations as well.

    The problem of recurring breast cancer cannot be ignored, since it is relevant enough to be explored and carefully planned in terms of interventions. Due to the challenges of managing cancer recurrence effectively, its issue has numerous aspects that have to be handled comprehensively and multidisciplinary. By creating an evidence-based project, it will be possible to work on these dimensions and develop a more effective care model that does not only look at clinical treatment of a patient but also his/her emotional well-being and provide care to more people, especially underserved populations.

    **iii. Significance of the Evidence-Based Project**

    Recurrent breast cancer is one of the biggest issues in the field of oncology. The recurrent cancer is one of the areas where the know-how is lacking due to the changes in the treatment protocols. This renders it an extremely important subject of evidence-based practice (EBP) and intervention. These gaps will be important in the improvement of clinical outcomes and the quality of life of the patients with recurrent breast cancer through this project.

    Among the key clinical gaps revealed based on the observations, the lack of coordination among various healthcare providers can be pointed out. Although the oncologists are concerned with medical management, patients usually lack adequate services regarding the provision of emotional counseling, symptom management, and primary care/specialist integration services. Most patients in the clinic have complained of a lack of consistency in follow-up visits as well as psychological support to enable them to bear the psychological stress associated with recurrent cancer. This failure to coordinate care is why it usually creates an uncoordinated treatment plan that makes the patient feel not supported, medically and psychologically.

    This evidence-based project is also important due to such studies as the importance of psychosocial support in cancer care in the research. Research has indicated that the survivors of breast cancer, especially those who have a recurring cancer, are at risk of depression, anxiety, and distress. A research study performed in one of the cities revealed that 4 out of 10 breast cancer victims show a high degree of psychological distress, and victims with the recurrence of cancer report more anxiety (Sohrabei et al., 2024). Neglecting these psychological needs will result in poorer clinical consequences, and the patient might fail to comply with the treatment regimen because of mental issues.

    In addition, breast cancer is also characterized by intermittent and costly pre- and post-treatment regimes, which have to be carefully monitored and modified. Due to the availability of resources or a lack of coordination among the healthcare providers, the implementation of innovative diagnostic technologies and bespoke treatment programs might be obstructed (Hu, 2022). This points to the robustness of the system of care toward more holistic provision of support, which combines clinical and emotional assistance as a way to meet multidimensional needs of patients.

    The studies on the management of recurrent breast cancer have been numerous, but that does not say that they are perfect, as there are still loopholes in projecting the most comprehensive study on breast cancer management. Evidence-based models have proven that multidisciplinary teams are capable of increasing patient outcomes by applying both the physical and the emotional requirements of patients (Franzoi et al., 2025). Nevertheless, they are not always implemented consistently into various clinical environments, therefore failing to provide an opportunity to achieve better patient satisfaction and clinical outcomes.

    The nursing profession will be added to this evidence-based project by improving the quality of care for patients with recurrent breast cancer, filling in the care gaps, facilitating coordination with other healthcare providers, and adding psychosocial support for the patients in the care plan. This way, it will conform to the objectives of the nursing profession, such as holistic care practice, patient-centered practice, and better patient outcomes.

    **References**

    Hu, K. (2022).
    _Psychological distress and breast cancer: a bidirectional link_. Karolinska Institutet (Sweden).
    [https://search.proquest.com/openview/de7854730fe5d3da28536a211c7197ae/1?pq-origsite=gscholar&cbl=2026366&diss=y](https://search.proquest.com/openview/de7854730fe5d3da28536a211c7197ae/1?pq-origsite=gscholar&cbl=2026366&diss=y)

    Sohrabei, S., Moghaddasi, H., Hosseini, A., & Ehsanzadeh, S. J. (2024). Investigating the effects of artificial intelligence on the personalization of breast cancer management: a systematic study.
    _BMC cancer_,
    _24_(1), 852.
    [https://link.springer.com/article/10.1186/s12885-024-12575-1](https://link.springer.com/article/10.1186/s12885-024-12575-1)

    Franzoi, M. A., Janni, W., Erdmann-Sager, J., Kline-Quiroz, C., Schäffler, H., Pfister, K., … & Luis, I. V. (2025). Long-Term Follow-Up Care After Treatment for Primary Breast Cancer: Strategies and Considerations.
    _American Society of Clinical Oncology Educational Book_,
    _45_(3), e473472.
    [https://ascopubs.org/doi/abs/10.1200/EDBK-25-473472](https://ascopubs.org/doi/abs/10.1200/EDBK-25-473472)

    **## EnhancingQualityofLifeinRecurrentBreastCancerCare.docx**

    2

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    Name:

    Instructor:

    School:

    Date:

    **Enhancing Quality of Life in Recurrent Breast Cancer Care**
    **An Integrative Literature Review**

    **1. Introduction**

    Among adult women (P) aged 40 years or older with recurrent breast cancer (P), does a multidisciplinary and psychosocially integrated care model as provided by a nurse (I), compared to the oncology standard follow-up care (C), improve patient-reported quality of life and care coordination outcomes (O) over 6 months (T)? Relapsed breast cancer presents a high clinical, emotional, and systemic burden, particularly in underserved groups. The integrative literature review aggregates the results of research on the areas of nursing, oncology, and public health to identify a comprehensive care solution for this population. The objective is to review existing literature about multidisciplinary coordination, psychosocial support, health equity, and technology-improved follow-up in breast cancer recurrence management. The importance of holistic care, access differences, emotional burden, and the possibility of EBI resulting in better quality of life and continuity of care are among the main themes.

    **2. Methodology of the Literature Search**

    A thorough literature search was performed via PubMed, CINAHL, and Google Scholar. The research strategy included peer-reviewed articles, systematic reviews, evidence-based guidelines, and pertinent toolkits that were published in the last 5-7 years (2018-2025). Keywords applied were recurrent breast cancer, care coordination, psychosocial support, multidisciplinary care, nursing intervention, and health disparities. Research articles were identified using their relevance to the sphere of nursing and patient-centered care in oncology. Seven scholarly sources and three clinical practice guides (tools and guidelines) were synthesized in disorders and conditions to identify trends, strengths, and gaps in care delivery of individuals with breast cancer recurrence within different clinical environments.

    **3. Thematic Synthesis of Literature**

    **3.1 Multidisciplinary and Individualized Care Models**

    The complex nature of treating the disease in recurrent breast cancer cases has introduced multidisciplinary care models as a necessity in treating patients. These models provide patients with a team of oncologists that is coordinated with primary care providers, advanced practice nurses, and also mental health team players. The study conducted by Götze et al. (2019) proved that clinically, multidisciplinary follow-ups resulted in major differences in clinical outcomes, less connectedness to hospitals, and an increase in patient satisfaction. The above findings support the existence of shared care and a smooth transition between the care settings.

    Nevertheless, there is still variation in which such models are applied in different clinics, particularly in those that focus on underserved audiences. Such aspects as poor staffing levels, an absence of interprofessional communication channels, and care silos restrict the potential of this strategy. It is possible that some oncology practices use the old physician-centered model, in which the presence of psychosocial and nursing contributions is small or not coordinated.

    Such discrepancy is representative of the issue observed in the clinical environment mentioned in the PICOT question, in which gaps are present in emotional as well as medical care. These gaps can be closed through the standardization of multidisciplinary protocols, including organized care paths or common electronic health records. Making nurse-led coordination in multidisciplinary teams a priority dimension, clinics could incorporate patient-centered care into their practice to consider the unique needs of women with recurrent breast cancer, particularly in the socioeconomically disadvantaged areas.

    **3.2 Psychosocial Support and Mental Health Interventions**

    Psychological distress is widely prevalent but under-sensed in cases of repeated breast cancer, and it is usually shown in the form of worry, desolation, and dread of existence. According to Ding et al. (2024), the proportion of breast cancer survivors with recurrence and occurrence of clinically significant psychological symptoms reaches up to 40 percent. The recurrence of cancer often rekindles the fears of death, the burden of treatment, and the loss of independence. Conroy (2023) also underlined that the presence of psychological distress among the representatives of this population is both a manifestation and a predictor of poor adherence to treatment, and the relationship between them is mutual.

    Even then, not all cancer care facilities allow systematic mental screenings or access to counseling sources. The obstacles are the limitation of the trained personnel in the field of psycho-oncology, the low reimbursement of mental services, and the culture of clinical practice oriented to biomedical issues rather than emotions. This is consistent with the problems manifested in the PICOT clinical site, where emotional needs are somewhat neglected in the regular follow-up visits.

    These gaps can be improved greatly by addressing them. Research demonstrated the effectiveness of combining cognitive-behavioral brief interventions, mindfulness, and support groups on the decrease in distress and increase in adherence in the setting of oncology (Chen et al., 2024). In addition, the quality of life and resilience of patients can significantly increase when nurses and advanced practice providers are addressed to provide frontline or early referral psychological assistance. A total focus on recurrence management must have these services embedded within a nurse-led model of care.

    **3.3 Cultural and Socioeconomic Barriers to Care**

    Social determinants of health play a great role in the occurrence of patients with recurrent breast cancer, particularly in the urban clinics with diverse, low-income patients. Such aspects as language barriers, health literacy disparities, and low financial capacity often create a hindrance to timely follow-up, mental health care, and supportive services. There is inherent disparity in the population of minorities, which may be explained by systemic unfairness and historical distrust of healthcare systems.

    It has been noted in studies that as compared to white women, African American and Hispanic women with frequent cases of breast cancer experience lower possibilities of having guideline concordance care and greater possibilities of reporting support needs. The gaps are further widened if cultural-based interventions are not employed (National Comprehensive Cancer Network, 2025). Medication mistakes, misinterpretation of the symptoms of recurrence, and under-utilization of the services of prevention also can be caused by health literacy challenges.

    Such guidance provided by the American Cancer Society, a Cancer Disparities Framework, and the culturally competent care models presented by the Oncology Nursing Society recommends the employment of interpreters, bilingual employees, and education content to bridge these gaps (American Society of Clinical Oncology, 2023). The topicality of the issue to the PICOT setting is straightforward: underserved patients within the clinic mentioned above experience linguistic and economic factors that negatively affect the delivery of sensitive holistic cancer care.

    In order to handle these disparities, it would be imperative to consider cultural competence training, community involvement, and nurse-based outreach programs as essential intervention model elements to aim at better quality of life in women with recurring breast cancer.

    **3.4 Use of Emerging Technologies and Evidence-Based Guidelines**

    The modern advancement in health technology has established the possibility to provide more personal and responsive care to the patients with chronic and recurrent disorders such as breast cancer. Chen et al. (2024) also established that artificial intelligence (AI) and digital surveillance technologies, including wearable symptom trackers, mobile health applications, and AI-enhanced imaging, are useful in early detection of the rise, as well as in better individualized treatment plans.

    Guidelines of evidence-based characteristics of such bodies as the American Society of Clinical Oncology (ASCO) and the National Comprehensive Cancer Network (NCCN) organize the following care into structured patterns, but its use is diverse. Such protocols cannot be regularly used in resource-limited clinics where the infrastructure is weak or the training or digital literacy of patients and providers is low.

    The clinic described in the PICOT framework demonstrates this fact, as holes in uniform monitoring and observance of the use of standard follow-up processes hinder the provision of quality care. This can be supplemented by the use of user-friendly digital solutions and systems dedicated to nurse-specific monitoring functions, real-time data allowing patients to monitor their symptoms, treatment prompting, and increased communication between care professionals and clients.

    Notwithstanding such innovations, problems still exist. Costly implementation, training, and privacy issues involving the data can be the hindrances to the adoption of technology. However, technology in conjunction with nurse-led case management and culture-specific patient education has the potential to fill the gap that recurring breast cancer patients experience in follow-up care and monitoring in underserved environments (Zhu et al., 2025).

    **4. Summary of Current Knowledge and Gaps**

    There are currently very solid arguments and data that multidisciplinary care teams and psychosocial interventions should be incorporated into the treatment of recurrent breast cancer. Literature shows that multidisciplinary collaboration between oncology providers, primary care providers, nursing, and mental health providers enhances clinical outcomes as well as quality of life as reported by the patient. Similarly, stratified protocols of follow-up, as well as digital monitoring, increase patient engagement and adherence. But still the application of these best practices is not constant in diversified clinical settings, especially in resource-poor populations/underserved populations.

    There is moderate to strong evidence on the effectiveness of these interventions, and this effectiveness is impaired by access and staffing, infrastructure, and cultural responsiveness variability. Organizational guidelines have been provided by entities like ASCO and NCCN but have not been fully used because of such contextual constraints.

    The question is how to effectively manage to transfer and implement these models into various under-resourced environments. There exist gaps in care continuity, culturally informed approaches, and integration of nurse-led coordination structures, which all restrict the power of current evidence, as well as limit the provision of equitable care to women with breast cancer recurrences.

    **5. Implications for Advanced Nursing Practice**

    Advanced practice nurses (APRNs) have an important role in providing care to individuals with recurrent breast cancers due to their unique position with multiple challenges. Being care coordinators, they are in a position to lead multidisciplinary teams in the context of simultaneous, effective, and smooth communication and treatment planning among different specialties. APRNs additionally learn how to do mental health screening and offer first-level psychosocial support to close the emotional gap that is regularly ignored. Moreover, cultural competence enables them to promote targeting underserved populations because they are able to respond according to the linguistic, financial, and social situations of patients.

    Such roles correlate with the nursing metaparadigm, more specifically, with the notions of person-centered care, holistic practice, and health promotion. The concept of evidence-based practice (EBP) is enhanced by APRNs implementing research knowledge into a structured plan of targeted interventions by individualized care, which helps improve health equity and patient outcomes (Zhu et al., 2025). With nurse-led and integrated care models, APRNs possess a pivotal role in the realization of the PICOT intervention. This project will be a success by their ability to drive systems-level change that is empirically informed as well as reflects the lived experiences of vulnerable patient pools.

    **6. Conclusion**

    Effective interventions are needed to raise the rates of women with recurrent breast cancer, and this must entail evidence-based as well as integrated care that focuses on clinical coordination, emotional support, health disparities, and the use of technology. This literature review proves the worth of multidisciplinary, nurse-led models and points out the gaps in the implementation of a real-life scenario of such models. The production design of a culturally responsive, psychosocially integrated practice intervention dealing with underserved populations in oncology will become the next step in this project to deal with in the framework of an advanced nursing practice.

    **References**

    American Society of Clinical Oncology. (2023).
    _NCCN clinical practice guidelines in oncology: Breast cancer survivorship care_. ASCO.
    [https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care](https://asco.org/guidelines/survivorship-compendium/breast-cancer-survivorship-care)

    Chen, X., Chaimongkol, N., & Hengudomsub, P. (2024). Effects of a phone-based support program for women with breast cancer undergoing chemotherapy: a pilot study.
    _SAGE Open Nursing_,
    _10_, 23779608241231176.
    [https://journals.sagepub.com/doi/abs/10.1177/23779608241231176](https://journals.sagepub.com/doi/abs/10.1177/23779608241231176)

    Conroy, R. (2023). Proactive Care Pathway May Support Breast Cancer Survivor Needs.
    _Cancer Network_, NA-NA.
    [https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs](https://go.gale.com/ps/i.do?p=AONE&sw=w&issn=&v=2.1&it=r&id=GALE%7CA775269214&sid=googleScholar&linkaccess=abs)

    Ding, Y., Zhang, L., Zhang, L., & Zhong, Q. (2024). Research Status of Fear of Cancer Recurrence in Breast Cancer Patients.
    _Journal of Cancer Therapy_,
    _15_(9), 311-319.
    [https://www.scirp.org/journal/paperinformation?paperid=135670](https://www.scirp.org/journal/paperinformation?paperid=135670)

    Götze, H., Taubenheim, S., Dietz, A., Lordick, F., & Mehnert‐Theuerkauf, A. (2019). Fear of cancer recurrence across the survivorship trajectory: results from a survey of adult long‐term cancer survivors.
    _Psycho‐oncology_,
    _28_(10), 2033-2041.
    [https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188](https://onlinelibrary.wiley.com/doi/abs/10.1002/pon.5188)

    National Comprehensive Cancer Network. (2025).
    _NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®): Breast Cancer. Version 4.2025_. NCCN. Retrieved July 7, 2025,
    [https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419](https://www.nccn.org/guidelines/guidelines-detail?category=1&id=1419)

    Zhu, X., Lei, J., Chen, R., Chen, Z., Xiong, Z., Yang, L., … & Zhang, H. (2025). Cancer Recurrence Fear and Return to Work in Breast Cancer Survivors: The Mediating Effects of Health Literacy.
    _Journal of Multidisciplinary Healthcare_, 1031-1041.
    [https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387](https://www.tandfonline.com/doi/abs/10.2147/JMDH.S498387)

    – 1
    – 2
    – 3

  • [Solved] reading

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – Review the Reading Response and Syllabus on the reading(s) prompt For Anzaluda's chapter on Conocimiento. Prompt for **Reading Response:** These should have a title of your choice, a brief summary in a complete paragraph giving title of the reading and the author, four direct quotations from the t…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – Review the Reading Response and Syllabus on the reading(s) prompt
    For Anzaluda's chapter on Conocimiento.
    Prompt for **Reading Response:**
    These should have a title of your choice, a brief summary in a complete paragraph giving title of the reading and the author, four direct quotations from the text (with page number), and last, respond briefly to two of the following questions:
    01. What were my first impressions and personal responses of the reading?
    02. What are the strengths and weaknesses of the /article/chapter?
    03. What are the major points or themes of the /article/chapter?
    04. What are some significant passages that support the main themes of the /article/chapter?
    05.  If I chose an aspect of this text to further research or Google, what would it be, and why?
    06.  How does the reading relate to my own ethnicity, class, and gender experiences?
    07.  In what ways can I link the reading to the contemporary world? To another reading?
    08. What interesting fact or significant idea from this text would I choose to share with a relative or friend?
    09. Do I like the material?  Why or why not?
    10. What don’t I understand?  What questions do I have?
    These responses should be a FULL page typed double spaced. Grading is complete/incomplete. I encourage you to take these reading responses seriously.  It will play a major role in shaping class discussion and will also have the added benefit of being helpful in your writing assignments.  Reading Responses are due every week.
    **SAMPLE Reading Response:**
    Magic: An Earthy Perspective
    Starhawk’s “Introduction” to _The Spiral Dance_ makes a case for witchcraft as an ecological religion. She traces the history of witchcraft as a goddess-based religion, distinguishing the concept of witchcraft as the "old religion" from the popularized notions of occult witchcraft, which is often incorrectly believed to be a satanic cult responding to medieval Christianity. Although Starhawk advocates a "magic" of sorts, it is a magic to influence human minds in a conscious manner, not necessarily a calling of supernatural forces out of hiding to make magical changes in the non-supernatural world.
    1. “The Spiral Dance linked Goddess spirituality with political activism decades ago” (7).
    2. “One of the core principles of the theology presented here is that the earth is sacred. Believing that, I felt that action to preserve and protect the earth was called for” (18).
    3. “The feminist movement has prompted the culture as a whole to reexamine questions of maleness and femaleness. For the definitions are no longer working. These are oppressive to women and confining men” (19).
    4. “The renewal of the Goddess religion and other earth-based spiritual traditions will continue to grow over the next decade. As the community grows, our spirituality becomes more embedded in every aspect of our lives” (23).
    _What interesting fact or significant idea from this text would I choose to share with a relative or friend?_
    I would love to share the third quote as it really stood out to me. It relates a lot to how our society is today and how gender is looked upon. It is true in fact that the feminist movement had a big impact on our culture. I would like my family and friends to know this.  I would like to talk to them about it. I would like to have them understand what Starhawk says. I would like it to inspire them to read her work.
    _What are the major points or themes of the /article/chapter?_
    One of the major points of this reading was about the future of our culture and society’s spirituality. I hadn’t ever considered the future of spirituality for myself or for women or for people of color.  It also talks about witchcraft as somewhat of a religion, which was greatly interesting. It interested me because I didn’t realize just how false the stereotypes about witchcraft have been in education and in stories.

  • [Solved] Public Healthcare Agency Management

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    While many factors determine policy and decision-making in federal agencies, one that is significant and often shared among them, is how they are organized and managed. Next week's assignment asks you to evaluate a federal healthcare agency's initial response to the Covid 19 pandemic. In this activi…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    While many factors determine policy and decision-making in federal agencies, one that is significant and often shared among them, is how they are organized and managed. Next week's assignment asks you to evaluate a federal healthcare agency's initial response to the Covid 19 pandemic. In this activity, you build a foundation to make that evaluation by researching the management structure of a federal healthcare agency of your choosing.
    ### Preparation
    1. Choose a federal healthcare agency that has had direct involvement in the Covid-19 pandemic response such as the National Institutes of Health (NIH), Centers for Disease Control (CDC), Department of Health and Human Services (HHS), Food and Drug Administration, U.S. Public Health Service, et cetera. Research the organization's pandemic-related responsibilities and management structure. During your research, you may want to explore early public messaging disseminated by the agency as you will be asked to evaluate it in next week's assignment.
    2. In this activity, you will draw an organization chart [ [Example of Health and Human Services Organization Chart](http://www.netage.com/economics/gov/USHHS-chart-top.html)] using MS Word, Visio, or another graphics program to create an infographic to paste into a Word document. If you are using Word:
    1. Open Microsoft Word.
    2. Click on the Insert tab located on the top-left side.
    3. Click on SmartArt and choose and modify a graphic of your choosing.
    ### Scenario
    Think back to January 2020 when the United States reported its first Covid-19 infection. Federal (as well as local) public healthcare agencies scrambled to understand the virus and its possible impact on the population. The government's response and information releases were at best uneven during the ensuing months. Each agency needed to provide messaging to inform and direct the public. Many were frustrated by the uneven messaging among these agencies. An initial step to a better understanding of policies and decision-making is to understand the organization making them.
    ### Instructions
    Identify a federal healthcare agency that had a direct and significant role in the nation's pandemic response and do the following:
    1. Describe 3 roles that the organization played in the pandemic response that capture its main responsibilities or contributions (1 page). Examples include areas such as:
    – Information sharing or outreach.
    – Research.
    – Response efforts.
    – Medical assistance.
    – Vaccine distribution.
    2. Draw a diagram that accurately depicts agency personnel/positions or departments **that are directly related to pandemic policy** **and** **public outreach**. Paste the diagram into your submission Word document with your answer from bullet point 1. Include a brief description of responsibilities for key areas or personnel in your chart.
    \
    IMG_4175.png](https://www.sweetstudy.com/files/img-4175-png-10357297 "IMG_4175.png")

  • [Solved] ask

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    _**Sometimes people try to destroy you, precisely because they recognize your power- not because they don't see it, but because they see it and they don't want it to exist.**_ **- bell hooks** – For each module: Start a thread of 3 sentences and Respond to 3 threads 3 sentences each. Chicana Latina…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    _**Sometimes people try to destroy you, precisely because they recognize your power- not because they don't see it, but because they see it and they don't want it to exist.**_ **- bell hooks**
    – For each module: Start a thread of 3 sentences and Respond to 3 threads 3 sentences each.
    Chicana Latina Feminist Theories: The Path of Anzaldua. What stage are you in?
    \
    gloria.png](https://www.sweetstudy.com/files/gloria-png "gloria.png")

  • [Solved] How do federal health agencies help?

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – **Choose a federal healthcare agency (e.g., CDC, FDA, NIH) and discuss briefly how it promotes or contributes to public health.** – **Then, picture yourself as a manager at the agency. What managerial function that you have been introduced to would you use to promote one of its missions? Why? Supp…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – **Choose a federal healthcare agency (e.g., CDC, FDA, NIH) and discuss briefly how it promotes or contributes to public health.**
    – **Then, picture yourself as a manager at the agency. What managerial function that you have been introduced to would you use to promote one of its missions? Why? Support your ideas with facts and details about the organization.**
    – **Be sure to respond to at least TWO of your classmates' posts.**
    \
    IMG_4177.png](https://www.sweetstudy.com/files/img-4177-png "IMG_4177.png")
    \
    IMG_4176.png](https://www.sweetstudy.com/files/img-4176-png "IMG_4176.png")

  • [Solved] Reflection

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – Screenshot2025-07-24at5.39.40PM.png – DSM5-2.pdf **Screenshot2025-07-24at5.39.40PM.png** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-07-24at5-39-40pm-png) **DSM5-2.pdf** This file is too large to display. [View in new window](https://www….

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – Screenshot2025-07-24at5.39.40PM.png
    – DSM5-2.pdf

    **Screenshot2025-07-24at5.39.40PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-07-24at5-39-40pm-png)

    **DSM5-2.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/dsm5-2-pdf)

    **DSM5-2.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/dsm5-2-pdf)

    **Screenshot2025-07-24at5.39.40PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-07-24at5-39-40pm-png)

    **DSM5-2.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/dsm5-2-pdf)

    **Screenshot2025-07-24at5.39.40PM.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/screenshot2025-07-24at5-39-40pm-png)

    **DSM5-2.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/dsm5-2-pdf)

    – 1
    – 2

  • [Solved] NUR 504 Module 4

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## NUR504Module4Discussion.docx **## NUR504Module4Discussion.docx** Discussion Topic: Module 4 Discussion **_Gastrointestinal & Endocrine_** For this Discussion, you will take on the role of a clinician who is building a health history for one of the following cases. Your instructor will assign yo…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## NUR504Module4Discussion.docx

    **## NUR504Module4Discussion.docx**

    Discussion Topic: Module 4 Discussion

    **_Gastrointestinal & Endocrine_**

    For this Discussion, you will take on the role of a clinician who is building a health history for one of the following cases. Your instructor will assign you your case number.

    | | |
    | — | — |
    | | **Case 3** |
    | **Chief Complaint**<br>**(CC)** | “neck swelling” |
    | **History of Present Illness (HPI)** | A 42-year-old African American female who refers that she has been noticing slow and progressive swelling on her neck for about a year. Also she stated she has lost weight without any food restriction |
    | **PMH** | Patient denies |
    | **Drug Hx** | No medication at the time |
    | **Allergies** | NKA |
    | **Subjective** | Mild difficult to shallow, Neck feels tight, Pt states she feels Palpitations |
    | **PE** | B/P 158/90; Pulse 102; RR 20; Temp 99.2; Ht 5,4; wt 114; BMI 19.6 |
    | **General** | 42-year-old female appears thin. She is anxious – pacing in the room and fidgeting, but in no acute distress. |
    | **HEENT** | Bulging eyes |
    | **Neck** | Diffuse enlargement of the thyroid gland |
    | **Lungs** | CTA AP&L |
    | **Card** | S1S2 without rub, Tachycardia |
    | **Abd** | benign, normoactive bowel sounds x 4 |
    | **GU** | Non contributory |
    | **Ext** | no cyanosis, clubbing or edema |
    | **Integument** | Thin skin, Increase moisture |
    | **Neuro** | No obvious deficits and CN grossly intact II-XII |

    **Once you received your case number, answer the following questions:**

    1.
    **What other subjective data would you obtain?**

    2.
    **What other objective findings would you look for?**

    3.
    **What diagnostic exams do you want to order?**

    4.
    **Name 3 differential diagnoses based on this patient presenting symptoms?**

    5.
    **Give rationales for your each differential diagnosis.**

    Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources within the last 5 years. Your initial post is worth 8 points.

    **## NUR504Module4Discussion.docx**

    Discussion Topic: Module 4 Discussion

    **_Gastrointestinal & Endocrine_**

    For this Discussion, you will take on the role of a clinician who is building a health history for one of the following cases. Your instructor will assign you your case number.

    | | |
    | — | — |
    | | **Case 3** |
    | **Chief Complaint**<br>**(CC)** | “neck swelling” |
    | **History of Present Illness (HPI)** | A 42-year-old African American female who refers that she has been noticing slow and progressive swelling on her neck for about a year. Also she stated she has lost weight without any food restriction |
    | **PMH** | Patient denies |
    | **Drug Hx** | No medication at the time |
    | **Allergies** | NKA |
    | **Subjective** | Mild difficult to shallow, Neck feels tight, Pt states she feels Palpitations |
    | **PE** | B/P 158/90; Pulse 102; RR 20; Temp 99.2; Ht 5,4; wt 114; BMI 19.6 |
    | **General** | 42-year-old female appears thin. She is anxious – pacing in the room and fidgeting, but in no acute distress. |
    | **HEENT** | Bulging eyes |
    | **Neck** | Diffuse enlargement of the thyroid gland |
    | **Lungs** | CTA AP&L |
    | **Card** | S1S2 without rub, Tachycardia |
    | **Abd** | benign, normoactive bowel sounds x 4 |
    | **GU** | Non contributory |
    | **Ext** | no cyanosis, clubbing or edema |
    | **Integument** | Thin skin, Increase moisture |
    | **Neuro** | No obvious deficits and CN grossly intact II-XII |

    **Once you received your case number, answer the following questions:**

    1.
    **What other subjective data would you obtain?**

    2.
    **What other objective findings would you look for?**

    3.
    **What diagnostic exams do you want to order?**

    4.
    **Name 3 differential diagnoses based on this patient presenting symptoms?**

    5.
    **Give rationales for your each differential diagnosis.**

    Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources within the last 5 years. Your initial post is worth 8 points.

  • [Solved] 612clm4r

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering 612clm4r.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] mod 4 psychic prisons

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## Module4PSYCHICPRISONS.docx – ## Bova2018_WellsFargodebacle.docx – toolsforanalyzingpower.pdf – HBR_PowerandPoliticsinOrganizationalLife.pdf **## Module4PSYCHICPRISONS.docx** **Module 4: Discussion on "Psychic Prisons"** In this Discussion Board, we will reflect on key concepts within **Plato'…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    – ## Module4PSYCHICPRISONS.docx

    – ## Bova2018_WellsFargodebacle.docx

    – toolsforanalyzingpower.pdf
    – HBR_PowerandPoliticsinOrganizationalLife.pdf

    **## Module4PSYCHICPRISONS.docx**

    **Module 4: Discussion on "Psychic Prisons"**

    In this Discussion Board, we will reflect on key concepts within
    **Plato's Allegory of the Cave** and
    **Morgan's Chapter 7 (on "Psychic Prisons")** by writing
    **an initial post (at least 400 words**, due on the date noted below) and
    **THREE (3) replies to peers** **(of at least 130 words each**, due within 48 hours of the original due date). Please see the GRADING RUBRIC below for more clarification on earning the maximum here.

    **For your initial post**

    **Watch the TWO videos on Plato's Allegory of the Cave (linked within the** [**Mod 4 Learning Materials page**](https://asu.instructure.com/courses/225986/pages/module-4-learning-materials) **), beginning with the "Orson Wells narration" video (it's a digitized copy of an old/classic educational video on the Allegory, but it provides a clear series of illustrations and a sense of gravitas and timelessness thanks to Orson Wells himself).**

    [https://www.youtube.com/watch?v=guE154B6P8Q](https://www.youtube.com/watch?v=guE154B6P8Q) (THE CAVE)

    [https://www.youtube.com/watch?v=k185ZhNz9nw](https://www.youtube.com/watch?v=k185ZhNz9nw) (PSYCHIC PRISONS)

    [https://www.youtube.com/watch?v=AozJ4AkgAMw](https://www.youtube.com/watch?v=AozJ4AkgAMw) (Jeffrey Pfeffer: Why Cultivating Power is the Secret to Success)

    [https://www.youtube.com/watch?v=m7oO08AwLpc](https://www.youtube.com/watch?v=m7oO08AwLpc) (POWER RELATIONS)

    [https://www.youtube.com/watch?v=iCvmsMzlF7o&list=PLr3XIBco3u_O3RZGLeWaFPyZ6WhL8v86D](https://www.youtube.com/watch?v=iCvmsMzlF7o&list=PLr3XIBco3u_O3RZGLeWaFPyZ6WhL8v86D) (THE POWER OF VULNERABILITY)

    [https://www.strategy-business.com/article/00344](https://www.strategy-business.com/article/00344)

    As you watch, take notes on the major "sections" of the cave and the reactions of people imagined to be imprisoned (and freed) from the cave.

    **Then watch the second video, which explains (in an animated "slide deck" fashion) why the Allegory can help us understand "Psychic Prisons."**

    **First, please discuss Plato's Allegory of the Cave:**

    1.
    **VIDEO reflections: In a solid paragraph (or two), describe TWO of the major shifts in the story/allegory that stood out to you (e.g., two 'scenes' or 'moments' which are particularly striking or memorable to you**, in terms of the power of the story, or the sense of the peoples' tragedy or frustration, etc.)

    2.
    **VIDEO reflections (cont'd): Add a sentence or two on how Plato's Allegory helps us understand "Psychic Prisons"**(using an example of your own, or an observation you can make of a current organization or team, if you can).

    3.
    **TEXT reflections: In chapter 7, Morgan (2006) presents the image of a psychic prison** to explore some of the ways in which organizations and their members become trapped by constructions of reality that ultimately makes it difficult for individuals and organizations to change (e.g., mental models, unconscious processes, identity, patriarchal family, immortality, anxiety).
    **Please summarize at least three element** s of organizational psychology that Morgan presents, and
    **explain how these concepts relate to your own observations / experiences** of how an organization or team performs (e.g., you could reflect on a team you have participated in, or a company, a family, a church/community org., or even a government that has affected you in this way).

    4.
    **Pose a question to your classmates**, asking something you are curious about or unclear on from this module.

    **## Bova2018_WellsFargodebacle.docx**

    Bova (2018, pp. 175-179) includes a chapter (or "story") on Wells Fargo and its debacle of (un)ethical leadership, which I quote in its entirety here:

    **Wells Fargo: A Rhyme Is not a Reason**

    **"Life imitates Art far more than Art imitates Life." — Oscar Wilde, "The Decay of Lying: An Observation."**

    Glengarry Glen Ross is a 1984 Pulitzer Prize-winning play by David Mamet that was made into a film in 1992. One could argue that the movie is one of the most unflattering depictions of the job of being a salesperson Hollywood has ever made. A group of desperate Chicago real estate salesmen are driven to engage in any number of unethical, illegal acts — from lies and flattery to bribery, threats, intimidation, and burglary — to sell undesirable real estate to unwitting prospective buyers.

    Alec Baldwin's character, Blake, a motivational sales trainer, gives an angry and verbally abusive speech to persuade them to close more sales or lose their jobs. "We're adding something special to this month's sales contest. First prize is a Cadillac Eldorado. Second prize is a set of steak knives. Third prize — you're fired!"

    Baldwin's character may have been fictional, but he exemplified — and inspired — a cutthroat, unscrupulous sales culture that even found echoes in Bernie Madoff's infamous Ponzi scheme.

    HIGH-PRESSURE SALES CULTURE GOES AWRY

    Now, once again, the sales profession is challenged to defend its integrity from an example of life imitating art. Wells Fargo — founded in 1852 as a stagecoach express to carry valuable goods to and from the gold mines to the West — is now the world's second-largest bank by market capitalization. After a flurry of acquisitions and mergers in the 1990s and early 2000s, then company CEO Dick Kovacevich had a unique view on the role of banks and how best to 'sell money.'

    Kovacevich looked for ways to make the banking experience similar to other business-to-consumer (B2C) businesses. In Kovacevich's mind, bank branches were 'stores' and bankers were 'salespeople' whose job it was to 'cross-sell' — which meant getting 'customers' — not clients — to buy as many products as possible. "Products' for the bank were things like checking/savings accounts, lines of credit, and mortgages.

    While Kovacevich thought he was getting the company focused on
    **Customer Experience**, in reality his mandates created a high-pressure sales culture. He had launched an initiative called 'Going for Gr-Eight,' which meant getting the customers to buy eight products from the bank. Like at every other sales organization, there were status updates on daily goals. At Wells Fargo this one may have been a bit extreme. There was a branch manager call in the morning about 'how you were going to hit your sales goal, and if you didn't, you'd have a call in the afternoon to explain why and how you were going to fix it.' This kind of high-pressure management practice never ends well: it either pushes good people out of the organization because the environment becomes a bit too toxic, competitive, and aggressive, or
    **_people start gaming the system to meet the unrealistic goals_**. In this case, both happened — and continued even after Kovacevich retired, multiple employees and executives complained, and a new CEO, John Stumpf, came on board.

    ![Infographic of the Wells Fargo debacle (as noted in Bova 2018), highlighting the major events from “CEO LAUNCHED GOING FOR GR-EIGHT” initiative through “HIGH PRESSURE MANAGEMENT” and ending with “PEOPLE STARTED GAMING THE SYSTEM.”](https://www.sweetstudy.com/questions/mod-4-psychic-prisons)

    Maybe one of Stumpf's greatest mistakes, which ultimately led to his downfall, was that he followed the practices that Kovacevich had put in motion. Even with the warning signs in the 1990s, nothing changed. The bad sales practices had become the new culture — and they ultimately came back to bite Wells Fargo. Stumpf never deviated from the sales practices Kovacevich had implemented — including those that were creating a less-than-ethical sales culture. There is no way to know for sure why these sale practices continued, but this statement made to investors unfortunately gives insight as to why management pushed for customers to get more products from them: '
    _customers who had five products with Wells Fargo were three times as profitable as those with three products, while those with eight products were five times as profitable. Additionally, the more accounts a customer had, the less likely it was that he or she would switch to another bank paying higher rates of interest_.'

    Fast-forward to September 2016. The customer-banking giant (and the biggest U.S. mortgage lender) was facing its biggest scandal in its history. It fired 5,300 people, most of whom were low-level employees, as well as 10 executives. Other executives chose to step down or retire. One of them was Carrie Tolstedt, executive vice president of community banking, who oversaw over 100,000 tellers and other frontline employees at more than 6,200 Wells Fargo branches. She was paid $9.5 million in 2015 because of her 'strong cross-selling ratio' and her work 'reinforcing a strong risk culture.' Wells Fargo CEO John Stumpf subsequently resigned under pressure. The board has since clawed back over $100 million in stock and executive compensation, paid $185 million to regulators, and settled a class-action suit for $142 billion.

    What went wrong? How did Wells Fargo stray so far from its longstanding culture of integrity and putting the customer first? Wells Fargo has since acknowledged that its employees were under too much pressure to meet aggressive sales targets — sometimes as high as twenty banking products a day like a new account, a mortgage, a retirement account, or even online banking — whatever it took. During the investigation, regulators found that Wells Fargo had 3.5 million accounts that were potentially opened without the customer's permission between 2009 and 2016. It also found that 'the Bank's sales practices were unethical; the Bank's actions caused harm to consumers; and Bank management had not responded promptly to address these issues.'

    According to Wells Fargo, its vision is to 'satisfy our customers' needs, and help them succeed financially.' The company emphasizes its mission: 'Our vision has nothing to do with transactions, pushing products, or getting bigger for the sake of bigness.
    **_It's about building lifelong relationships one customer at a time_**…. We strive to be recognized by our stakeholders as setting the standard among the world's great companies for integrity and principled performance. This is more than just doing the right thing. We also have to do it in the right way.' Unfortunately, they lost sight of this vision along the way.

    This one story uncovers the unsavory tactics used when faced with a highly aggressive sales culture. It can happen in any industry, not just banking. The lesson here is: even when pursuing hyper-growth, never sidestep ethical behavior in pursuit of higher sales numbers and don't ever create a sales culture that rewards bad behavior or forces people to game the system just to maintain their jobs.
    **_Do what's right by your sales force so that they can do what's right for your customers. Every time._**

    **WELLS FARGO: KEY TAKEAWAYS**

    · One of the biggest mistakes in reasoning made by Kovacevich was attributing causation to correlation when he noticed that customers with more accounts did more business with the bank.

    · A high-pressure, top-down management sales environment is not the only reason sales organizations can find themselves on the wrong side of doing what's right for the customer and/or the business. Sometimes it can be the lack of training, tools, and processes, which are the reasons sales gets off track. Regardless of the reason, unethical behavior in sales must never be tolerated.

    · It would be fair to say that Wells Fargo
    _wanted to deliver a better_ **Customer Experience** than its competitors. It would also be fair to say that they were very focused on
    **Customer Base Penetration** and
    **Product Expansion** by trying to inspire existing customers to buy more products from them. All three of those paths plus
    **Optimize Sales** in combination can be a game changer if done well. However, Wells Fargo failed, and failed miserably, on the (internal) people side of those sales efforts. The pressure from above to hit unrealistic sales targets, coupled with a complacent management team, created the perfect storm for bad (sales) behavior. If you have a situation arise like Wells Fargo did in the
    **Optimize Sales** path and you ignore it, it can and will wipe out all of the efforts and progress you have made in the other paths.

    ·
    **_Sometimes bad sales behavior follows bad sales management_**. As leaders, it is our job to inspire people and help them realize ways that they can achieve their best performance. Overmanaging isn't one of those ways. Command and control tactics are bound to backfire, whether you are managing a team of two or a team of two thousand. The last-mile employees, those who are facing customers, are the voice of your brand.

    Work Cited:
    Bova, Tiffany. 2018. Growth IQ: Get Smarter About Building Your Company's Future. New York: Portfolio/Penguin. Pp. 175-179.

    ## image1.jpeg

    **toolsforanalyzingpower.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/toolsforanalyzingpower-pdf)

    **HBR_PowerandPoliticsinOrganizationalLife.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hbr-powerandpoliticsinorganizationallife-pdf)

    **HBR_PowerandPoliticsinOrganizationalLife.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hbr-powerandpoliticsinorganizationallife-pdf)

    **## Module4PSYCHICPRISONS.docx**

    **Module 4: Discussion on "Psychic Prisons"**

    In this Discussion Board, we will reflect on key concepts within
    **Plato's Allegory of the Cave** and
    **Morgan's Chapter 7 (on "Psychic Prisons")** by writing
    **an initial post (at least 400 words**, due on the date noted below) and
    **THREE (3) replies to peers** **(of at least 130 words each**, due within 48 hours of the original due date). Please see the GRADING RUBRIC below for more clarification on earning the maximum here.

    **For your initial post**

    **Watch the TWO videos on Plato's Allegory of the Cave (linked within the** [**Mod 4 Learning Materials page**](https://asu.instructure.com/courses/225986/pages/module-4-learning-materials) **), beginning with the "Orson Wells narration" video (it's a digitized copy of an old/classic educational video on the Allegory, but it provides a clear series of illustrations and a sense of gravitas and timelessness thanks to Orson Wells himself).**

    [https://www.youtube.com/watch?v=guE154B6P8Q](https://www.youtube.com/watch?v=guE154B6P8Q) (THE CAVE)

    [https://www.youtube.com/watch?v=k185ZhNz9nw](https://www.youtube.com/watch?v=k185ZhNz9nw) (PSYCHIC PRISONS)

    [https://www.youtube.com/watch?v=AozJ4AkgAMw](https://www.youtube.com/watch?v=AozJ4AkgAMw) (Jeffrey Pfeffer: Why Cultivating Power is the Secret to Success)

    [https://www.youtube.com/watch?v=m7oO08AwLpc](https://www.youtube.com/watch?v=m7oO08AwLpc) (POWER RELATIONS)

    [https://www.youtube.com/watch?v=iCvmsMzlF7o&list=PLr3XIBco3u_O3RZGLeWaFPyZ6WhL8v86D](https://www.youtube.com/watch?v=iCvmsMzlF7o&list=PLr3XIBco3u_O3RZGLeWaFPyZ6WhL8v86D) (THE POWER OF VULNERABILITY)

    [https://www.strategy-business.com/article/00344](https://www.strategy-business.com/article/00344)

    As you watch, take notes on the major "sections" of the cave and the reactions of people imagined to be imprisoned (and freed) from the cave.

    **Then watch the second video, which explains (in an animated "slide deck" fashion) why the Allegory can help us understand "Psychic Prisons."**

    **First, please discuss Plato's Allegory of the Cave:**

    1.
    **VIDEO reflections: In a solid paragraph (or two), describe TWO of the major shifts in the story/allegory that stood out to you (e.g., two 'scenes' or 'moments' which are particularly striking or memorable to you**, in terms of the power of the story, or the sense of the peoples' tragedy or frustration, etc.)

    2.
    **VIDEO reflections (cont'd): Add a sentence or two on how Plato's Allegory helps us understand "Psychic Prisons"**(using an example of your own, or an observation you can make of a current organization or team, if you can).

    3.
    **TEXT reflections: In chapter 7, Morgan (2006) presents the image of a psychic prison** to explore some of the ways in which organizations and their members become trapped by constructions of reality that ultimately makes it difficult for individuals and organizations to change (e.g., mental models, unconscious processes, identity, patriarchal family, immortality, anxiety).
    **Please summarize at least three element** s of organizational psychology that Morgan presents, and
    **explain how these concepts relate to your own observations / experiences** of how an organization or team performs (e.g., you could reflect on a team you have participated in, or a company, a family, a church/community org., or even a government that has affected you in this way).

    4.
    **Pose a question to your classmates**, asking something you are curious about or unclear on from this module.

    **## Bova2018_WellsFargodebacle.docx**

    Bova (2018, pp. 175-179) includes a chapter (or "story") on Wells Fargo and its debacle of (un)ethical leadership, which I quote in its entirety here:

    **Wells Fargo: A Rhyme Is not a Reason**

    **"Life imitates Art far more than Art imitates Life." — Oscar Wilde, "The Decay of Lying: An Observation."**

    Glengarry Glen Ross is a 1984 Pulitzer Prize-winning play by David Mamet that was made into a film in 1992. One could argue that the movie is one of the most unflattering depictions of the job of being a salesperson Hollywood has ever made. A group of desperate Chicago real estate salesmen are driven to engage in any number of unethical, illegal acts — from lies and flattery to bribery, threats, intimidation, and burglary — to sell undesirable real estate to unwitting prospective buyers.

    Alec Baldwin's character, Blake, a motivational sales trainer, gives an angry and verbally abusive speech to persuade them to close more sales or lose their jobs. "We're adding something special to this month's sales contest. First prize is a Cadillac Eldorado. Second prize is a set of steak knives. Third prize — you're fired!"

    Baldwin's character may have been fictional, but he exemplified — and inspired — a cutthroat, unscrupulous sales culture that even found echoes in Bernie Madoff's infamous Ponzi scheme.

    HIGH-PRESSURE SALES CULTURE GOES AWRY

    Now, once again, the sales profession is challenged to defend its integrity from an example of life imitating art. Wells Fargo — founded in 1852 as a stagecoach express to carry valuable goods to and from the gold mines to the West — is now the world's second-largest bank by market capitalization. After a flurry of acquisitions and mergers in the 1990s and early 2000s, then company CEO Dick Kovacevich had a unique view on the role of banks and how best to 'sell money.'

    Kovacevich looked for ways to make the banking experience similar to other business-to-consumer (B2C) businesses. In Kovacevich's mind, bank branches were 'stores' and bankers were 'salespeople' whose job it was to 'cross-sell' — which meant getting 'customers' — not clients — to buy as many products as possible. "Products' for the bank were things like checking/savings accounts, lines of credit, and mortgages.

    While Kovacevich thought he was getting the company focused on
    **Customer Experience**, in reality his mandates created a high-pressure sales culture. He had launched an initiative called 'Going for Gr-Eight,' which meant getting the customers to buy eight products from the bank. Like at every other sales organization, there were status updates on daily goals. At Wells Fargo this one may have been a bit extreme. There was a branch manager call in the morning about 'how you were going to hit your sales goal, and if you didn't, you'd have a call in the afternoon to explain why and how you were going to fix it.' This kind of high-pressure management practice never ends well: it either pushes good people out of the organization because the environment becomes a bit too toxic, competitive, and aggressive, or
    **_people start gaming the system to meet the unrealistic goals_**. In this case, both happened — and continued even after Kovacevich retired, multiple employees and executives complained, and a new CEO, John Stumpf, came on board.

    ![Infographic of the Wells Fargo debacle (as noted in Bova 2018), highlighting the major events from “CEO LAUNCHED GOING FOR GR-EIGHT” initiative through “HIGH PRESSURE MANAGEMENT” and ending with “PEOPLE STARTED GAMING THE SYSTEM.”](https://www.sweetstudy.com/questions/mod-4-psychic-prisons)

    Maybe one of Stumpf's greatest mistakes, which ultimately led to his downfall, was that he followed the practices that Kovacevich had put in motion. Even with the warning signs in the 1990s, nothing changed. The bad sales practices had become the new culture — and they ultimately came back to bite Wells Fargo. Stumpf never deviated from the sales practices Kovacevich had implemented — including those that were creating a less-than-ethical sales culture. There is no way to know for sure why these sale practices continued, but this statement made to investors unfortunately gives insight as to why management pushed for customers to get more products from them: '
    _customers who had five products with Wells Fargo were three times as profitable as those with three products, while those with eight products were five times as profitable. Additionally, the more accounts a customer had, the less likely it was that he or she would switch to another bank paying higher rates of interest_.'

    Fast-forward to September 2016. The customer-banking giant (and the biggest U.S. mortgage lender) was facing its biggest scandal in its history. It fired 5,300 people, most of whom were low-level employees, as well as 10 executives. Other executives chose to step down or retire. One of them was Carrie Tolstedt, executive vice president of community banking, who oversaw over 100,000 tellers and other frontline employees at more than 6,200 Wells Fargo branches. She was paid $9.5 million in 2015 because of her 'strong cross-selling ratio' and her work 'reinforcing a strong risk culture.' Wells Fargo CEO John Stumpf subsequently resigned under pressure. The board has since clawed back over $100 million in stock and executive compensation, paid $185 million to regulators, and settled a class-action suit for $142 billion.

    What went wrong? How did Wells Fargo stray so far from its longstanding culture of integrity and putting the customer first? Wells Fargo has since acknowledged that its employees were under too much pressure to meet aggressive sales targets — sometimes as high as twenty banking products a day like a new account, a mortgage, a retirement account, or even online banking — whatever it took. During the investigation, regulators found that Wells Fargo had 3.5 million accounts that were potentially opened without the customer's permission between 2009 and 2016. It also found that 'the Bank's sales practices were unethical; the Bank's actions caused harm to consumers; and Bank management had not responded promptly to address these issues.'

    According to Wells Fargo, its vision is to 'satisfy our customers' needs, and help them succeed financially.' The company emphasizes its mission: 'Our vision has nothing to do with transactions, pushing products, or getting bigger for the sake of bigness.
    **_It's about building lifelong relationships one customer at a time_**…. We strive to be recognized by our stakeholders as setting the standard among the world's great companies for integrity and principled performance. This is more than just doing the right thing. We also have to do it in the right way.' Unfortunately, they lost sight of this vision along the way.

    This one story uncovers the unsavory tactics used when faced with a highly aggressive sales culture. It can happen in any industry, not just banking. The lesson here is: even when pursuing hyper-growth, never sidestep ethical behavior in pursuit of higher sales numbers and don't ever create a sales culture that rewards bad behavior or forces people to game the system just to maintain their jobs.
    **_Do what's right by your sales force so that they can do what's right for your customers. Every time._**

    **WELLS FARGO: KEY TAKEAWAYS**

    · One of the biggest mistakes in reasoning made by Kovacevich was attributing causation to correlation when he noticed that customers with more accounts did more business with the bank.

    · A high-pressure, top-down management sales environment is not the only reason sales organizations can find themselves on the wrong side of doing what's right for the customer and/or the business. Sometimes it can be the lack of training, tools, and processes, which are the reasons sales gets off track. Regardless of the reason, unethical behavior in sales must never be tolerated.

    · It would be fair to say that Wells Fargo
    _wanted to deliver a better_ **Customer Experience** than its competitors. It would also be fair to say that they were very focused on
    **Customer Base Penetration** and
    **Product Expansion** by trying to inspire existing customers to buy more products from them. All three of those paths plus
    **Optimize Sales** in combination can be a game changer if done well. However, Wells Fargo failed, and failed miserably, on the (internal) people side of those sales efforts. The pressure from above to hit unrealistic sales targets, coupled with a complacent management team, created the perfect storm for bad (sales) behavior. If you have a situation arise like Wells Fargo did in the
    **Optimize Sales** path and you ignore it, it can and will wipe out all of the efforts and progress you have made in the other paths.

    ·
    **_Sometimes bad sales behavior follows bad sales management_**. As leaders, it is our job to inspire people and help them realize ways that they can achieve their best performance. Overmanaging isn't one of those ways. Command and control tactics are bound to backfire, whether you are managing a team of two or a team of two thousand. The last-mile employees, those who are facing customers, are the voice of your brand.

    Work Cited:
    Bova, Tiffany. 2018. Growth IQ: Get Smarter About Building Your Company's Future. New York: Portfolio/Penguin. Pp. 175-179.

    ## image1.jpeg

    **toolsforanalyzingpower.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/toolsforanalyzingpower-pdf)

    **HBR_PowerandPoliticsinOrganizationalLife.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hbr-powerandpoliticsinorganizationallife-pdf)

    **## Module4PSYCHICPRISONS.docx**

    **Module 4: Discussion on "Psychic Prisons"**

    In this Discussion Board, we will reflect on key concepts within
    **Plato's Allegory of the Cave** and
    **Morgan's Chapter 7 (on "Psychic Prisons")** by writing
    **an initial post (at least 400 words**, due on the date noted below) and
    **THREE (3) replies to peers** **(of at least 130 words each**, due within 48 hours of the original due date). Please see the GRADING RUBRIC below for more clarification on earning the maximum here.

    **For your initial post**

    **Watch the TWO videos on Plato's Allegory of the Cave (linked within the** [**Mod 4 Learning Materials page**](https://asu.instructure.com/courses/225986/pages/module-4-learning-materials) **), beginning with the "Orson Wells narration" video (it's a digitized copy of an old/classic educational video on the Allegory, but it provides a clear series of illustrations and a sense of gravitas and timelessness thanks to Orson Wells himself).**

    [https://www.youtube.com/watch?v=guE154B6P8Q](https://www.youtube.com/watch?v=guE154B6P8Q) (THE CAVE)

    [https://www.youtube.com/watch?v=k185ZhNz9nw](https://www.youtube.com/watch?v=k185ZhNz9nw) (PSYCHIC PRISONS)

    [https://www.youtube.com/watch?v=AozJ4AkgAMw](https://www.youtube.com/watch?v=AozJ4AkgAMw) (Jeffrey Pfeffer: Why Cultivating Power is the Secret to Success)

    [https://www.youtube.com/watch?v=m7oO08AwLpc](https://www.youtube.com/watch?v=m7oO08AwLpc) (POWER RELATIONS)

    [https://www.youtube.com/watch?v=iCvmsMzlF7o&list=PLr3XIBco3u_O3RZGLeWaFPyZ6WhL8v86D](https://www.youtube.com/watch?v=iCvmsMzlF7o&list=PLr3XIBco3u_O3RZGLeWaFPyZ6WhL8v86D) (THE POWER OF VULNERABILITY)

    [https://www.strategy-business.com/article/00344](https://www.strategy-business.com/article/00344)

    As you watch, take notes on the major "sections" of the cave and the reactions of people imagined to be imprisoned (and freed) from the cave.

    **Then watch the second video, which explains (in an animated "slide deck" fashion) why the Allegory can help us understand "Psychic Prisons."**

    **First, please discuss Plato's Allegory of the Cave:**

    1.
    **VIDEO reflections: In a solid paragraph (or two), describe TWO of the major shifts in the story/allegory that stood out to you (e.g., two 'scenes' or 'moments' which are particularly striking or memorable to you**, in terms of the power of the story, or the sense of the peoples' tragedy or frustration, etc.)

    2.
    **VIDEO reflections (cont'd): Add a sentence or two on how Plato's Allegory helps us understand "Psychic Prisons"**(using an example of your own, or an observation you can make of a current organization or team, if you can).

    3.
    **TEXT reflections: In chapter 7, Morgan (2006) presents the image of a psychic prison** to explore some of the ways in which organizations and their members become trapped by constructions of reality that ultimately makes it difficult for individuals and organizations to change (e.g., mental models, unconscious processes, identity, patriarchal family, immortality, anxiety).
    **Please summarize at least three element** s of organizational psychology that Morgan presents, and
    **explain how these concepts relate to your own observations / experiences** of how an organization or team performs (e.g., you could reflect on a team you have participated in, or a company, a family, a church/community org., or even a government that has affected you in this way).

    4.
    **Pose a question to your classmates**, asking something you are curious about or unclear on from this module.

    **## Bova2018_WellsFargodebacle.docx**

    Bova (2018, pp. 175-179) includes a chapter (or "story") on Wells Fargo and its debacle of (un)ethical leadership, which I quote in its entirety here:

    **Wells Fargo: A Rhyme Is not a Reason**

    **"Life imitates Art far more than Art imitates Life." — Oscar Wilde, "The Decay of Lying: An Observation."**

    Glengarry Glen Ross is a 1984 Pulitzer Prize-winning play by David Mamet that was made into a film in 1992. One could argue that the movie is one of the most unflattering depictions of the job of being a salesperson Hollywood has ever made. A group of desperate Chicago real estate salesmen are driven to engage in any number of unethical, illegal acts — from lies and flattery to bribery, threats, intimidation, and burglary — to sell undesirable real estate to unwitting prospective buyers.

    Alec Baldwin's character, Blake, a motivational sales trainer, gives an angry and verbally abusive speech to persuade them to close more sales or lose their jobs. "We're adding something special to this month's sales contest. First prize is a Cadillac Eldorado. Second prize is a set of steak knives. Third prize — you're fired!"

    Baldwin's character may have been fictional, but he exemplified — and inspired — a cutthroat, unscrupulous sales culture that even found echoes in Bernie Madoff's infamous Ponzi scheme.

    HIGH-PRESSURE SALES CULTURE GOES AWRY

    Now, once again, the sales profession is challenged to defend its integrity from an example of life imitating art. Wells Fargo — founded in 1852 as a stagecoach express to carry valuable goods to and from the gold mines to the West — is now the world's second-largest bank by market capitalization. After a flurry of acquisitions and mergers in the 1990s and early 2000s, then company CEO Dick Kovacevich had a unique view on the role of banks and how best to 'sell money.'

    Kovacevich looked for ways to make the banking experience similar to other business-to-consumer (B2C) businesses. In Kovacevich's mind, bank branches were 'stores' and bankers were 'salespeople' whose job it was to 'cross-sell' — which meant getting 'customers' — not clients — to buy as many products as possible. "Products' for the bank were things like checking/savings accounts, lines of credit, and mortgages.

    While Kovacevich thought he was getting the company focused on
    **Customer Experience**, in reality his mandates created a high-pressure sales culture. He had launched an initiative called 'Going for Gr-Eight,' which meant getting the customers to buy eight products from the bank. Like at every other sales organization, there were status updates on daily goals. At Wells Fargo this one may have been a bit extreme. There was a branch manager call in the morning about 'how you were going to hit your sales goal, and if you didn't, you'd have a call in the afternoon to explain why and how you were going to fix it.' This kind of high-pressure management practice never ends well: it either pushes good people out of the organization because the environment becomes a bit too toxic, competitive, and aggressive, or
    **_people start gaming the system to meet the unrealistic goals_**. In this case, both happened — and continued even after Kovacevich retired, multiple employees and executives complained, and a new CEO, John Stumpf, came on board.

    ![Infographic of the Wells Fargo debacle (as noted in Bova 2018), highlighting the major events from “CEO LAUNCHED GOING FOR GR-EIGHT” initiative through “HIGH PRESSURE MANAGEMENT” and ending with “PEOPLE STARTED GAMING THE SYSTEM.”](https://www.sweetstudy.com/questions/mod-4-psychic-prisons)

    Maybe one of Stumpf's greatest mistakes, which ultimately led to his downfall, was that he followed the practices that Kovacevich had put in motion. Even with the warning signs in the 1990s, nothing changed. The bad sales practices had become the new culture — and they ultimately came back to bite Wells Fargo. Stumpf never deviated from the sales practices Kovacevich had implemented — including those that were creating a less-than-ethical sales culture. There is no way to know for sure why these sale practices continued, but this statement made to investors unfortunately gives insight as to why management pushed for customers to get more products from them: '
    _customers who had five products with Wells Fargo were three times as profitable as those with three products, while those with eight products were five times as profitable. Additionally, the more accounts a customer had, the less likely it was that he or she would switch to another bank paying higher rates of interest_.'

    Fast-forward to September 2016. The customer-banking giant (and the biggest U.S. mortgage lender) was facing its biggest scandal in its history. It fired 5,300 people, most of whom were low-level employees, as well as 10 executives. Other executives chose to step down or retire. One of them was Carrie Tolstedt, executive vice president of community banking, who oversaw over 100,000 tellers and other frontline employees at more than 6,200 Wells Fargo branches. She was paid $9.5 million in 2015 because of her 'strong cross-selling ratio' and her work 'reinforcing a strong risk culture.' Wells Fargo CEO John Stumpf subsequently resigned under pressure. The board has since clawed back over $100 million in stock and executive compensation, paid $185 million to regulators, and settled a class-action suit for $142 billion.

    What went wrong? How did Wells Fargo stray so far from its longstanding culture of integrity and putting the customer first? Wells Fargo has since acknowledged that its employees were under too much pressure to meet aggressive sales targets — sometimes as high as twenty banking products a day like a new account, a mortgage, a retirement account, or even online banking — whatever it took. During the investigation, regulators found that Wells Fargo had 3.5 million accounts that were potentially opened without the customer's permission between 2009 and 2016. It also found that 'the Bank's sales practices were unethical; the Bank's actions caused harm to consumers; and Bank management had not responded promptly to address these issues.'

    According to Wells Fargo, its vision is to 'satisfy our customers' needs, and help them succeed financially.' The company emphasizes its mission: 'Our vision has nothing to do with transactions, pushing products, or getting bigger for the sake of bigness.
    **_It's about building lifelong relationships one customer at a time_**…. We strive to be recognized by our stakeholders as setting the standard among the world's great companies for integrity and principled performance. This is more than just doing the right thing. We also have to do it in the right way.' Unfortunately, they lost sight of this vision along the way.

    This one story uncovers the unsavory tactics used when faced with a highly aggressive sales culture. It can happen in any industry, not just banking. The lesson here is: even when pursuing hyper-growth, never sidestep ethical behavior in pursuit of higher sales numbers and don't ever create a sales culture that rewards bad behavior or forces people to game the system just to maintain their jobs.
    **_Do what's right by your sales force so that they can do what's right for your customers. Every time._**

    **WELLS FARGO: KEY TAKEAWAYS**

    · One of the biggest mistakes in reasoning made by Kovacevich was attributing causation to correlation when he noticed that customers with more accounts did more business with the bank.

    · A high-pressure, top-down management sales environment is not the only reason sales organizations can find themselves on the wrong side of doing what's right for the customer and/or the business. Sometimes it can be the lack of training, tools, and processes, which are the reasons sales gets off track. Regardless of the reason, unethical behavior in sales must never be tolerated.

    · It would be fair to say that Wells Fargo
    _wanted to deliver a better_ **Customer Experience** than its competitors. It would also be fair to say that they were very focused on
    **Customer Base Penetration** and
    **Product Expansion** by trying to inspire existing customers to buy more products from them. All three of those paths plus
    **Optimize Sales** in combination can be a game changer if done well. However, Wells Fargo failed, and failed miserably, on the (internal) people side of those sales efforts. The pressure from above to hit unrealistic sales targets, coupled with a complacent management team, created the perfect storm for bad (sales) behavior. If you have a situation arise like Wells Fargo did in the
    **Optimize Sales** path and you ignore it, it can and will wipe out all of the efforts and progress you have made in the other paths.

    ·
    **_Sometimes bad sales behavior follows bad sales management_**. As leaders, it is our job to inspire people and help them realize ways that they can achieve their best performance. Overmanaging isn't one of those ways. Command and control tactics are bound to backfire, whether you are managing a team of two or a team of two thousand. The last-mile employees, those who are facing customers, are the voice of your brand.

    Work Cited:
    Bova, Tiffany. 2018. Growth IQ: Get Smarter About Building Your Company's Future. New York: Portfolio/Penguin. Pp. 175-179.

    ## image1.jpeg

    **toolsforanalyzingpower.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/toolsforanalyzingpower-pdf)

    **HBR_PowerandPoliticsinOrganizationalLife.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hbr-powerandpoliticsinorganizationallife-pdf)

    – 1
    – 2
    – 3
    – 4

  • [Solved] 612m4s

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering 612m4s.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.