| Course | DNP 716 Leadership of Innovation in Health Care |
|---|---|
| Module | Module 7 |
| Paper type | Executive summary with gap analysis |
| Length | About 445 words, 4 pages |
| Format | APA 7 student paper |
| School | Arizona State University |
| Program | Doctor of Nursing Practice |
| Updated | October 2026 |
Free sample paper for DNP 716 Module 7
Safe to Care: An Executive Summary on Reducing Workplace Violence in the Emergency Department
Student Name
Edson College of Nursing and Health Innovation, Arizona State University
DNP 716: Leadership of Innovation in Health Care
Instructor Name
Month Day, Year
Safe to Care: An Executive Summary on Reducing Workplace Violence in the Emergency Department
Request
Approve a six-month workplace violence prevention plan for the emergency department, covering a cross-disciplinary team, a behavioral risk flag, hands-on de-escalation skills and support for staff after an incident.
The Issue
Health care workers face a disproportionate share of nonfatal workplace violence, most often from patients and visitors, and much of it goes unreported (Phillips, 2016). In our emergency department, staff filed 46 violence reports last year, but a quick staff survey suggests many more incidents were never reported. Two nurses left after assaults.
Assessment: Gap Analysis
| Element | Expected | Current | Gap |
|---|---|---|---|
| Program and leadership | A written program with management commitment and worker participation (Occupational Safety and Health Administration, 2016) | Policy exists; no team or leader | No ownership |
| Worksite analysis | Regular review of incidents and risk areas | Reports filed but not analyzed | No data use |
| Hazard prevention | Risk identification, environmental controls | No behavioral flag; triage open to waiting room | Missing controls |
| Training | De-escalation training for staff | Annual online module only | No skills practice |
| Reporting and follow-up | Easy reporting, support after incidents | Long form; no follow-up | Underreporting; no support |
| Accreditation | Workplace violence prevention program, data analysis, training and leadership oversight (The Joint Commission, 2021) | Partially met | Risk at next survey |
Plan
| Action | Owner | Due |
|---|---|---|
| 1. Form an emergency department violence prevention team: nurses, physicians, security, social work, a behavioral health specialist | Nurse director | Month 1 |
| 2. Add a behavioral risk flag in the record, visible at triage and on the tracking board | Informatics | Month 2 |
| 3. Hands-on de-escalation training for all staff, with refreshers | Education | Months 2 to 4 |
| 4. One-minute mobile incident report and a post-incident huddle within 24 hours | Quality and security | Month 2 |
| 5. Redesign triage entry with a secure door and visible security presence | Facilities and security | Months 3 to 6 |
Evaluation
Leading measures: training completion, flags applied, reports per month (expected to rise at first as reporting becomes easier) and huddles held. Lagging measures: assaults causing injury, lost workdays and staff intent to leave. We will report monthly to the safety committee.
How We Led as a Team
Workplace violence has no single cause, so the team applied complexity principles: we gave the prevention team a clear aim and a few simple rules, protect staff, never blame the victim and report everything, and let frontline staff design the details (Uhl-Bien et al., 2007). Security, nursing and behavioral health each saw different parts of the problem.
Creative Presentation
We will present the summary as a short "day in the life" story of one nurse's shift, before and after the plan, followed by the gap table and the request.
References
Occupational Safety and Health Administration. (2016). Guidelines for preventing workplace violence for healthcare and social service workers (OSHA 3148-06R). U.S. Department of Labor.
Phillips, J. P. (2016). Workplace violence against health care workers in the United States. New England Journal of Medicine, 374(17), 1661-1669. https://doi.org/10.1056/NEJMra1501998
The Joint Commission. (2021). Workplace violence prevention standards (R3 Report Issue 30).
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318. https://doi.org/10.1016/j.leaqua.2007.04.002
DNP 716 Module 7 instructions, in plain terms
The posted syllabus grades Leading Teams at 150 points, the largest assignment in the course, in the team leadership weeks. Students function as clinical leaders to address a contemporary issue in healthcare and deliver the assessment, plan and evaluation in an executive summary format, along with a creative presentation. The course outcomes add gap analysis, synthesis and complexity leadership principles applied within a team. Expect to choose a current issue, assess it against a standard, plan actions with owners, define measures, and present creatively. Check Canvas for whether this is team or individual work and for any page limit. Choose an issue your organization is actually facing, since real data and stakeholders make the assessment and plan more convincing.
Inside the DNP 716 Module 7 example
The summary puts the request first, as executives expect. The issue is stated with national evidence and local data in two short paragraphs. A gap analysis table compares expectations from federal guidance and accreditation standards with current practice, which is the assessment the course asks for. The plan table gives each action an owner and date. Evaluation uses leading and lagging measures and anticipates that reports will rise at first. A section explains how complexity leadership shaped the team's work, and the creative presentation plan describes a story format. Measures are chosen so leaders can see early progress before injuries fall, which keeps support for the plan during the months it takes to work.
DNP 716 Module 7 rubric: what earns full marks
Leading teams summaries are usually graded on a well-chosen contemporary issue, a rigorous assessment such as a gap analysis, a feasible plan with owners and timelines, a credible evaluation plan, application of complexity and team leadership principles, concise executive writing and an effective creative presentation. Faculty reward a summary an executive could approve as written. Comparing current practice with a recognized standard makes the assessment objective. Anticipating that reporting may rise before harm falls shows measurement maturity. A creative presentation that keeps the executive message clear earns credit. Faculty also look for evidence that the student led as part of a team, not alone, which the complexity section of this summary addresses.
DNP 716 Module 7 help with common mistakes
Executive summaries often bury the request. Put it first. Another weakness is an assessment without a standard; compare your setting with guidelines or regulations. Assign an owner and date to every action. Include measures that can show early progress. Keep the summary to the page limit. If you would like help with your leading teams executive summary, send your issue, data and the prompt to the desk. Choose a creative format that supports, rather than replaces, the summary's key message, and rehearse it with the time limit in mind. Keep the creative presentation tied to the same three things leaders need: the problem, the plan and the request.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Arizona State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
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DNP 716 Module 7 questions, answered
Where can I find a free DNP 716 Module 7 sample paper?
The leading teams executive summary above is complete: workplace violence in an emergency department assessed with a gap analysis, a five-part plan with owners and an evaluation plan.
How many points is DNP 716 Leading Teams?
Leading Teams is worth 150 points, the largest assignment in the course.
What format does DNP 716 Leading Teams use?
An executive summary with assessment, plan and evaluation, plus a creative presentation.
What is a gap analysis?
A comparison of current practice with a standard or goal to identify what is missing.
What are leading and lagging measures?
Leading measures track early actions, such as training; lagging measures track final outcomes, such as injuries.