WEBVTT

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- [Dr. Dickison] I want to take this opportunity,
one, to welcome you once again.

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I'm truly honored when I think about
standing in this room with you,

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a group of nursing experts, regulatory experts.

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I did tell everybody back there I'm moving around,
right, so, sorry, it's the way it works.

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This is my first time as CEO
to address this group in its totality.

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I want to take this moment
and the next few minutes to impress

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upon you about how important this very moment is.

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Here we are, one NCSBN, focused
on one mission, public protection.

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Where's my slides?

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They're there?
- [Woman] Right, sorry.

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- That's okay.

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I didn't move them forward.

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If every moment matters, and you've heard that a lot,
if in fact it does, logic dictates that this moment,

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at this time, in this room, on this date,
matters to every one of us.

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And as our theme suggests, it can have lasting impact.

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Over the last 10 months, I have talked to many people,
and I've said these words to a few of them.

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We, this was staff members and some of you.

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We stand on the shoulders of giants, nurse leaders,
early nurse leaders, early founders of NCSBN.

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Elaine Ellibee, "Trudy" Malone, Mildred Schmidt,
"Pat" Keefe, Joyce Schowalter, Sharon Weisenback.

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These individuals, I think,
encapsulated an understanding of the moment,

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most in a statement by "Trudy" Malone.

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And she said, "I have a continuing, pulsating belief."

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I love that.

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"A pulsating belief in the protection
of the public as it relates to nursing."

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That is the sole purpose for the
existence of a board of nursing.

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May we have created this
council truly for that purpose.

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These were nurse leaders who were not afraid
to look at that moment, to grasp it, and say,

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"I can see how nursing, the nursing world is today,
and I have a vision of how it should be."

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And they weren't afraid to grab that moment.

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They demonstrated great care, great wisdom,
and great risk to deliver to us in this room a legacy.

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And we applaud them for that today.

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But now we have a responsibility.

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Given to us was that legacy.

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It was handed to us.

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And our responsibilities, we now own that care.

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We own that wisdom to take that legacy,
to build upon it, and to pass it off to that

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next generation of leaders who will stand
on our shoulders someday in the future.

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That brings me to a concept of dueling paradigms.

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Paradigms.

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Paradigms, if you think about it generally,
are something that you could call a mental map

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or I like to refer to them as lenses of the mind.

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Lenses that contain the assumptions and rules by which
we judge the world and the people around us.

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More specifically for us,
it is the lens of public protection.

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If you will, public protection eyeglasses.

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And those guide how each of us interact with each other
within the regulatory space, within this organization,

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but most importantly within the moments of nursing.

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I remember when I was four years old, four, four,
four years old, no, fourth grade, sorry, fourth grade,

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not four years old, I was
a little young then, fourth grade.

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And my teacher called my mother
and said I couldn't see.

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She said the guy, they literally, "Phil can't see,
he needs help, probably needs glasses."

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I personally thought that was crazy.

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I thought I saw just fine

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until I went to that optometrist and I remember this
day and I will remember it the rest of my life.

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I go in the optometrist's office,
they've got new glasses for me,

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but he tells me, "Look across the room
at this picture on the wall,"and I do.

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It seems fine to me.

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I can see the street.

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I can see the house.

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I see the trees.

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I see the sky.

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It seems normal to me.

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And then he hands me these glasses he's made for me.

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He says, "Put these on."

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And I put them on.

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And then he says, "Look at the picture again."

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It was amazing.

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I had never seen such clarity,
such color, such lines of demarcation.

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Never seen it.

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It was spectacular.

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I liken it to if you have ever
seen the "Wizard of Oz."

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You know that moment.

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All of you know that moment.

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Dorothy lands and it's all black and white.

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She opens the door.

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What does she see?

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Just a splash of color and beauty.

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That is how it felt to me.

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What I know is that everybody in this room
has a lens, more than one.

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You have a lot of lenses in your head.

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What I believe, and I'm willing to discuss any of this,
but what I believe is you can actually break all of the

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lenses you have in your mind
down into two very simple categories.

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A lens for reality and a lens for the way
you think things should be.

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It's just simply two things.

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I call it dueling paradigms.

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Let's look at a few pictures
maybe to make it clearer to you.

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Take a look at this picture very quickly.

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Everybody in this room saw something.

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You either saw an ink blot.

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Some of you, hope you're not sociopaths,
didn't see something else.

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You might have saw a face.

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You might have saw a musician.

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If you look long enough, you saw both.

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The point is each of you saw something
and it was not the same because of the immediate lens

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that it went off on.

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Same thing.

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Some of you see a face.

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Some of you see a word.

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By the way, how many see a word?

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Yeah.

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Liar.

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Your eyes are lying to you.

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There is no face here.

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There's only a word.

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Right?

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Two lenses.

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Love this one because this is about
how we get into things that we think about.

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If you take a look at this and you look at the center
dots on my right and left, which one's bigger?

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You want to know what?

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Get a ruler and come up here.

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They're the same size.

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It is the things around the lens that cause you to
think that one is bigger or not.

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They are, in fact, measurably the same size.

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And my favorite of all.

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What do you see here?

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How many people see a triangle?

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What if I told you there
is absolutely no triangle there?

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Does not exist, folks.

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You drew the lines in.

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Look again once I tell you.

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Your lens said there was a line
there when there was not.

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You see what I'm talking about in dueling paradigms.

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It's very important.

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And so our question today becomes, are lenses correct?

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Are the lenses of public protection that we're using
this day, in this hour, and for the future,

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are they correct?

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And we need to be able to ask that question
because if they are not correct, then that legacy,

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then we will not be able to experience the beauty and
the satisfaction of the work that we're doing right now

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because we won't be able to complete it.

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We will tarnish the legacy of those giants before us
and we will hinder the success of those leaders

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who come after us.

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And so I would posit to you that
our lens of public protection

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is One NCSBN.

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And its mission is defined by a concept
that leads us to our products.

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And I say that that concept
of One NCSBN is one mission.

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And when I say One NCSBN,
I don't mean just the board of directors.

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Sorry, Jay, I don't.

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I don't mean just the staff.

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When I say One NCSBN, it's everybody in this room.

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It means every board president
and executive officer to board staff, to board members,

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to our board of directors, and to every staff member
at this Chicago office here at NCSBN.

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We are One NCSBN.

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And it is our mission of public protection and our
vision of regulatory excellence underpinned by this

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culture or the values I should say first.

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What are the values?

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The values are transparency, collaboration,
innovation, integrity, and excellence.

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Could you say all of those without reading them?

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We should.

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They should be written on our hearts actually.

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They're mine.

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Why are they important?

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They are important because I believe
that at times we've forgotten them.

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I believe at times we've been sloppy with them,
and to our shame, at times perhaps

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we've even ignored them.

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They are that critical that
we should never let that happen.

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They are so critical to every moment
of NCSBN and One NCSBN.

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But, they have to be underpinned
as well with a unified culture,

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a culture that runs from respect
to communication, collaboration, and trust.

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With those, it will lead to efficiency,
empowerment, professionalism, accountability.

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A culture that starts with thinking
and listening before acting.

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A culture that seeks to understand
before trying to be understood.

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A culture that does not selfishly
demand that it gets what it wants.

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But a culture that has a north star that demands
the best of public protection as it relates to nursing.

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That is the culture we should strive for,
and that culture is One NCSBN.

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But while we have all kinds of products
and I appreciate this work that all the staff do,

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please, these products help all of us,
these programs help all of us.

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But it is not these products or programs
that define us, it is our people that define us.

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And when I say our people, it is One NCSBN,
everybody in this room, we are One NCSBN.

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And we exist for the moments of nursing.

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So why we exist, and the importance
of these moments will never change.

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Why?

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Because this right here
is the reason we do what we do.

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It's the reason every one of you
get up every morning and go to work

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for that moment of nursing
that we'll experience in that day.

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But the one thing we know
is while the moment of nursing will be forever,

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it's not going to change, Jay said it, the impact.

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Everything else around it is going to change.

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The impact of the pandemic should have told us that.

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Everything around the moment of nursing can change,
but the moment of nursing will stay the same.

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And that means what I am challenging you from this day
forward, why I'm here today to challenge you is that we

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have to start asking some tough
questions about how we regulate today.

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And what are these?

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By definition alone,
regulation is a barrier to practice.

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I'm not asking you to like it.

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I'm just telling you by definition alone,
that is what it is.

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But here's the point.

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Also by definition, it is
a guardrail to public protection.

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What do we got here?

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Dueling paradigms.

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So that's why he put it up there.

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It is our dueling paradigms that we have to wrestle
with, and we need to ask some questions today.

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And as I show you this next video,
I want you to think about this question.

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Do we have guardrails today
that have simply become barriers?

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They're no longer guardrails of public prot-...

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We've just become to depend on them
because they've been there for 20 years.

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They've been there for 10 years.

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We don't question those.

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Do we have those?

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What should we actually stop doing
today that we've been doing?

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What should we start that we haven't started?

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What should we improve on that we have started
but haven't done the best at

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that's institutionalized?

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I'm asking you where we have done that.

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And can we change it without hurting public protection?

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In fact, the goal is what?

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Improve public protection.

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Remove those things that are barriers and move toward a
focus on the moment of guardrails in public protection.

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So I close with this.

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Benjamin Franklin was asked many times
as George Washington was becoming president,

00:15:57.367 --> 00:16:03.810 position:50% align:middle
starting the new nation of the United States,
he was asked this question about the sun that was

00:16:03.810 --> 00:16:05.997 position:50% align:middle
setting on George Washington's chair.

00:16:06.140 --> 00:16:09.574 position:50% align:middle
He was asked many times,
is that a setting or a rising sun?

00:16:10.824 --> 00:16:20.990 position:50% align:middle
And he said after the Declaration of Independence and
the Constitution that he would happily say he knew now

00:16:20.990 --> 00:16:24.357 position:50% align:middle
that this was in fact a rising sun.

00:16:26.043 --> 00:16:28.066 position:50% align:middle
And so I challenge your lens today.

00:16:29.080 --> 00:16:30.263 position:50% align:middle
Dueling paradigms.

00:16:30.740 --> 00:16:31.483 position:50% align:middle
What do you see?

00:16:31.980 --> 00:16:34.608 position:50% align:middle
Is it a rising sun or a setting sun?

00:16:35.770 --> 00:16:41.335 position:50% align:middle
I ask you to simply join me in believing
this is a sun that's still rising.

00:16:41.849 --> 00:16:49.640 position:50% align:middle
And that we, as we tackle and focus on the moments
of nursing and that we stay in that space,

00:16:49.909 --> 00:16:51.679 position:50% align:middle
we will rise to new heights.

00:16:51.890 --> 00:16:53.561 position:50% align:middle
We will do greater things.

00:16:53.910 --> 00:16:58.149 position:50% align:middle
And yes, we will be in the moment.

00:16:58.910 --> 00:16:59.433 position:50% align:middle
Thank you.