NUR 4103 Module 2 Stakeholder Analysis Example

Nine People Who Can End My Contract, and One Who Cannot: A Stakeholder Map of a Thirteen-Week Telemetry Assignment and What Each Expects of the Traveler

Student Name

American College of Education

NUR4103: Professional Skills to Thrive as a Travel Nurse

Module 2 Assignment

Instructor Name

January 15, 2029

Why a Traveler Needs a Stakeholder Map

A permanent nurse learns the people around the job gradually, over years. A traveler has about two weeks before the relationships that matter are set. On my thirteen-week telemetry contract, at least nine people or groups can shape whether the assignment goes well, whether it is extended and whether I am asked back, and they do not all want the same things from me. Bryson (2004), writing about stakeholder analysis in public and nonprofit organizations, argues that identifying stakeholders and understanding their interests and power is essential to acting effectively, and offers a grid that plots each stakeholder by how much power they hold and how interested they are. Although written for organizations, the method suits an individual traveler well, because it forces attention to relationships that would otherwise be noticed only when something goes wrong.

The Stakeholders

High power and high interest. The unit's nurse manager decides whether my contract is extended or canceled and whether I am marked as eligible to return. The charge nurses on each shift make my patient assignments, decide how quickly I am trusted with complex patients and are the first to hear if something goes wrong. The agency's clinical liaison, a nurse employed by the staffing agency, handles clinical concerns, competency documentation and any complaint about my practice; my recruiter handles the contract, pay and housing.

High power, lower day-to-day interest. The state board of nursing in Arizona has authority over my practice under the licensure compact, although it will notice me only if a complaint is filed. The hospital's staffing office controls schedule changes and whether I am floated to other units.

High interest, less formal power. The permanent staff nurses on the unit, who will work beside me every shift, have no authority over my contract but great influence on whether I succeed, through the help they offer or withhold and what they say to the charge nurse. The unit educator controls my orientation and competency sign-offs. Physicians and advanced practice providers need accurate, timely communication from me.

The patients and their families are the one stakeholder with no power over my contract and the strongest claim on my work. The code of ethics places the primary commitment with the patient, and nothing in my contract changes that. If every other relationship on this map were managed perfectly and the patients were not, the assignment would have failed.

What Each Expects

The manager expects a nurse who can take a full assignment quickly, follows local policy, does not generate complaints and fills the shifts in the contract without cancellations. The charge nurses expect honesty about what I can and cannot do, willingness to take a fair share of admissions and difficult patients and prompt communication when a patient changes. The agency expects me to complete the contract, keep my credentials current and report problems to the liaison early rather than leave an assignment abruptly, which damages the agency's relationship with the hospital. The permanent staff expect a traveler who works hard, helps others and does not complain about their unit or talk about pay. The patients expect what any patient expects: safe, competent, respectful care.

Research on travel nurses supports several of these expectations. In a study of travel nurses at a children's hospital, travelers described finances, flexibility and the search for healthy work environments as reasons for traveling, and offered suggestions for improving the units they worked on (Hickey et al., 2024). Interviews with permanent and travel nurses about their interactions describe how comparisons of pay and workload can produce envy-driven communication (Gan, 2020), which explains why permanent staff are sensitive to travelers who seem to avoid hard work or mention their pay.

Where Expectations Conflict

Three conflicts are likely. First, the staffing office may want to float me to a medical-surgical unit on a short-staffed night, while my contract and competence are in telemetry; the manager may support the float and the agency may want me to accept it to keep the hospital satisfied. My obligation is to accept assignments within my competence and to decline, in writing and through the proper channel, one that is not. Second, a charge nurse may give me the heaviest assignment repeatedly because I am temporary, while the permanent staff see that as fair and the manager expects me not to complain. I can accept a fair share of hard assignments while raising a pattern, calmly and with specifics, if it becomes unsafe. Third, the agency's interest in completing the contract may conflict with my own judgment if the unit proves unsafe; my obligation to patients comes first, and the agency's liaison is the right person to involve before any decision to leave.

The Stakeholder Easiest to Neglect

One group on the map is easy to overlook because it has little power and asks for little: the unit's nursing assistants and unit secretary. They cannot extend or end a contract, but they know where supplies are, which patients are likely to fall, which physicians prefer a call to a page and how the unit really works as opposed to how the policy manual says it works. On the second day, the unit secretary showed me how the unit's bed board differed from the one I knew and warned me that a family member of one of my patients had complained about every nurse that week. That information shaped how I approached the family and probably prevented a complaint about me. A traveler who treats assistive staff as helpers to be directed rather than colleagues to be learned from loses the fastest route to understanding a new unit. My plan therefore adds them to the map as a group with low formal power and high practical influence: I will learn their names in the first week, ask for their advice about the unit's routines and make sure my delegation to assistants is clear, specific and followed up, as the scope and standards of practice require of any registered nurse delegating care.

Managing Each Relationship

The plan for the thirteen weeks follows from the map. For the manager, a brief meeting in the first week to ask what the unit most needs from a traveler, and another at week six to ask how I am doing and whether an extension is possible. For the charge nurses, during the first fortnight, a brief self-introduction as each shift begins, stating my experience and anything I have not yet done on this unit. For the agency, a check-in with the liaison at the end of week one and immediately if any safety concern arises, with concerns documented in email. For the permanent staff, visible helpfulness and silence on pay. For the educator, completing all competency sign-offs in the first ten days. For patients and families, the same standard of care and communication I would give anywhere. And for the board of nursing, knowing the state's scope of practice rules and practicing within them. The map will be revisited at week six, because relationships on a new unit change quickly.

References

Bryson, J. M. (2004). What to do when stakeholders matter: Stakeholder identification and analysis techniques. Public Management Review, 6(1), 21-53. https://doi.org/10.1080/14719030410001675722

Gan, I. (2020). Social comparison and perceived envy-motivated communication involving travel nurses: A qualitative study. Journal of Nursing Management, 28(2), 377-384. https://doi.org/10.1111/jonm.12939

Hickey, P. A., Connor, J. A., Whiting, J., & Wood, L. J. (2024). The voice of travel nurses: Facilitating effective staffing during pandemic and expansion-related demands in a children's hospital. Journal of Nursing Administration, 54(4), 213-219. https://doi.org/10.1097/NNA.0000000000001412