The Strengths-Based Value Wheel is used to uncover and discover information to assess and create a negotiated plan of care that meets a person's goals. . The SBN Value wheel can be used in all situations: practice, management, education, research. Each value directs what to look for, what to listen for, what to ask about. When the values are considered together, they provide a comprehensive framework for understanding the issues.
The current health care system is moving in the direction that integrates health promotion and primary care with community-based health care services and quaternary care hospitals. In this new system. people will have to become more engaged in managing their own health care challenges and engaging in decisions affecting their health..
These changes will require a paradigm shift from the predominant deficit model of care to a strengths-based model. In turn, a new framework will be needed for educating nurses and retraining nurse clinicians, educators, and managers/leaders to fulfill new roles and develop new ways of engaging and partnering with patients and families, physicians and other health care providers.
The Institute will bring together like-minded, committed individuals and organizations who share in the vision of a more compassionate, humanized health care system that honours the person in the patient and provides family focused care. It is only through the concerted efforts and dedication of many that Large System Transformation in health care, guided by the philosophy, principles, and approaches of Strengths-Based Nursing, will the dream become the new health care reality.
Strengths-Based Nursing (SBN), is both a philosophy and an integrated value-driven approach to guide nursing and health care.
SBN focuses on the whole, what is working, what the person does best, what is functioning and then situates the issues within the larger context of the person's and family's particular circumstances and abilities in order to maximize health and minimize, contain, and circumvent challenges including disease in order to facilitate healing.
SBN is founded on principles of person/family centered care, empowerment, innate and acquired capacities for health and mechanisms of healing (inner and outer strengths), relational care, and collaborative partnership. It's a comprehensive approach that brings all of these principles together under one umbrella and extends them to all relationships—nurses with patients, staff with staff, managers and clinical leaders, teachers with students.
The following organizations are active partners with the Institute::
Status: A registered not-for-profit organization whose mandate is to promote Strength-Based Nursing and Health care.
Directors: Laurie Gottlieb
Areas of expertise:
Strengths-Based Nursing, Professional Nursing, Pedagogy, Patient and Family Care, SBN-Authentic Leadership, Policy and Practice Implantation, Large System Change , Relational Care, and Innate and Acquired Healing
What is Strengths-Based Nursing?
Why an Institute Dedicated to Strengths-Based Nursing and Health Care?
Recent Articles on Strengths-Based Nursing
New Gottlieb LN & Gottlieb B (2017). Strengths-Based Nursing:: A process for implementing a philosophy into practice.. Journal of Family Nursing 23(3) 319-340.
Gottlieb, L.N. & Ponzoni, N. (2015). Strengths-Based Nursing: A Value driven approach to practice. Found in J. J. Fitzpatrick and A.L. Whall. Conceptual Models of Nursing: Analysis and application (5th Edition). New York, NY: Pearson.
Gottlieb, L.N. (August 2014). Strengths-Based Nursing: A holistic approach to care, grounded in eight core values. American Journal of Nursing, 114(8), 24-32. (Featured Article).
Gottlieb. L.N. & Benner. P. (November 21, 2013). Strengths-Based Nursing: Moving beyond deficits in nursing practice and nursing education. Educating Nurses Newsletter.
Gottlieb L.N., Gottlieb B, and Shamian J . (2012) Principles of Strengths-Based Nursing Leadership for Strengths-Based Nursing Care: A new paradigm for nursing and healthcare for the 21st century., Journal of Nursing Leadership 25(2), 35-46