Theresa McDonnell, DNP, RN, serves as the chief nurse executive at Duke University Health System, a leading academic health system in the U.S. Uniquely, she continues to practice as an oncology nurse, blending strategic insights with real-world clinical experience.
While many health systems are responding to clinician burnout, McDonnell is taking proactive steps to implement change. Her initiatives include:
- Virtual Reality (VR) workplace safety training
- AI-powered staffing tools that reduce nurse overtime and enhance retention
These innovations aim to improve workforce safety and redefine the connection between academic training and clinical practice, ultimately benefiting the next generation of nurses.
In a recent discussion, McDonnell shared her insights on nursing, burnout, and the role of technology.
Technology-Enabled Strategy at Duke
Q: Can you elaborate on your technology-enabled strategy at Duke?
A: Workplace safety is crucial in healthcare, and our training methods must evolve. We have adopted a nurse-led approach to safety education through immersive VR. This initiative emerged from our Nurse Innovation Summit, where nurses identified shortcomings in traditional training, particularly in conflict de-escalation. The VR platform simulates high-stress scenarios, allowing clinicians to practice and build confidence in a safe environment.
This training is effective not just because of the technology, but due to its design process, which reflects real-world challenges faced by nurses. Over 5,000 hours of practice have been logged, resulting in a significant reduction in workplace violence incidents. Our nurses feel more prepared and supported in their safety.
This VR training is part of a broader shift towards experiential, human-centered learning, empowering nurses to be active participants in their professional development.
AI-Powered Staffing Tools
Q: How do your AI-powered staffing tools work, and what results have you seen?
A: These tools are revolutionizing workforce planning by using real-time data to predict patient demand and suggest staffing adjustments. They provide nurses with greater predictability and control over their schedules, which enhances job satisfaction and retention.
We involved nurses in the design and testing phases, ensuring the tools addressed real issues rather than merely digitizing outdated processes. Since implementation, we have achieved:
- 23% reduction in overtime
- 18% improvement in retention
- Enhanced continuity of care
These tools support our broader workforce strategy, enabling better decision-making and improving the quality of life for nurses and patients alike.
Compassion in Leadership
Q: How does your vision of compassion influence your work?
A: Compassion is essential in healthcare. My leadership philosophy emphasizes understanding the experiences of our staff, which leads to smarter systems and better outcomes. We must create environments where staff feel valued and equipped to perform their roles effectively.
Addressing burnout requires rebuilding trust in the system. We achieve this by embedding compassion into our operations, listening to staff, and involving them in shaping the tools they use. Our approach focuses on leading with empathy and taking actionable steps to support our teams.
In health IT, compassion means ensuring technology serves the needs of our staff. By co-designing tools with our teams, we aim to reduce friction and enhance the overall experience, allowing clinicians to focus on meaningful patient interactions.
Ultimately, compassion connects technology to purpose and drives progress in healthcare.
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