HCM 700 Module 10 Journal Example

Reviewed by Delia Ravenscroft, MSN, RN

This HCM 700 Module 10 Journal sample closes the graduate capstone with a private, candid look at how leading the project changed the writer. It is written for SNHU HCM 700 (HCM-700), where MS Healthcare Administration students end the program by reflecting on their growth as leaders. The writer, a composite administrator in training at a 120-bed nonprofit nursing home, presented a two-phase workforce plan to the board this week. The journal traces three shifts: from trusting anecdotes to trusting payroll data, from wanting to fix rehospitalizations first to accepting that clinical tools depend on stable staff and from assuming a good plan earns support to learning that aides judge leaders by what they do. It ends with commitments for the writer's first year as a licensed administrator.

CourseHCM 700 Healthcare Administration Capstone
ModuleModule 10
Paper typeMS Healthcare Administration closing reflective journal on capstone leadership
LengthAbout 360 words, 3 pages
FormatAPA 7 student paper
SchoolSouthern New Hampshire University
ProgramMS Healthcare Administration
UpdatedSeptember 2026

Free sample paper for HCM 700 Module 10

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Module Ten Journal

What the Aides Taught Me About Leading

The board approved Stay and Grow on Tuesday. I expected to feel triumphant. Mostly I felt the weight of the promise we had just made to 42 aides who told us, in a survey, that they did not believe leadership would follow through.

What this page is doingThe entry opens with the board's decision and the promise it creates.
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The first shift in my thinking concerned evidence. When I started, I believed the hallway explanation for our turnover: young aides were unreliable and left for any reason. The payroll data told a different story. Nearly half of departures came in the first 90 days, and exit interviews named unsafe shifts and unpredictable schedules as often as pay. Gandhi et al. (2021) showed that payroll records could measure turnover consistently across the country, and using the same kind of data for our building replaced a stereotype with a pattern I could act on.

The second shift was about patience. I wanted to attack rehospitalizations first, because they are measurable, visible to hospitals and tied to Medicare payment. Kane et al. (2017) changed my mind: their randomized trial of the INTERACT program found no overall effect, with benefits only where staff used the tools heavily. Telling the medical director that our clinical program would wait more than a year was one of the hardest conversations of the term, but it was honest.

The third shift was about trust. Weiner (2009) describes readiness for change as both commitment and confidence, and our survey showed plenty of the first and little of the second. I had assumed a well-reasoned plan would earn support. The aides taught me that support is earned by action. That is why the new wage scale starts with the next pay period, before anything else, and why I will post our results every month, including the disappointing ones.

What this page is doingThree shifts in the writer's thinking are tied to readings and moments.
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In my first year as an administrator, I commit to working one shift a month alongside aides, to reading turnover data before forming opinions about why people leave and to keeping every promise small enough to keep. The resident who asked me who her aide would be should, a year from now, hear a name she knows.

What this page is doingCommitments for the writer's first year as an administrator close the entry.
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References

Gandhi, A., Yu, H., & Grabowski, D. C. (2021). High nursing staff turnover in nursing homes offers important quality information. Health Affairs, 40(3), 384-391. https://doi.org/10.1377/hlthaff.2020.00957

Kane, R. L., Huckfeldt, P., Tappen, R., Engstrom, G., Rojido, C., Newman, D., Yang, Z., & Ouslander, J. G. (2017). Effects of an intervention to reduce hospitalizations from nursing homes: A randomized implementation trial of the INTERACT program. JAMA Internal Medicine, 177(9), 1257-1264. https://doi.org/10.1001/jamainternmed.2017.2657

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4, Article 67. https://doi.org/10.1186/1748-5908-4-67

What the HCM 700 Module 10 instructions ask for

The closing HCM 700 journal usually invites a personal reflection on how the capstone shaped you as a healthcare leader. Entries of 400 to 600 words are common, with two or three scholarly sources in APA 7 even though the tone is personal. Focus on a few genuine changes in how you think or lead, ground each in a specific moment from the project and connect it to a reading that helped you understand it. Journals are strongest when they admit difficulty or error. End with concrete commitments for your next role that someone could observe. HCM 700 graders notice clean headings in HCM 700 papers. HCM 700 names and dates need checking before HCM 700 submission. HCM 700 prompts vary by term, so recheck HCM 700 directions.

How this HCM 700 Module 10 journal example is built

An administrator in training writes after the board approves a workforce plan, feeling the weight of a promise to skeptical aides. Payroll data, the method Gandhi and colleagues used, replace a hallway stereotype about turnover. Kane and colleagues' INTERACT trial leads to the hard decision to delay a clinical program. Weiner's readiness theory explains why aides need action rather than arguments, so the pay scale comes first and results will be posted monthly. The entry ends with three commitments and a hope that a resident will recognize her aide. HCM 700 students can reuse this structure for HCM 700 work. HCM 700 claims here trace to cited HCM 700 sources. HCM 700 readers can adapt each section to HCM 700 data.

Where the HCM 700 Module 10 rubric puts the points

Closing capstone journals in HCM 700 are commonly assessed on depth and honesty of reflection, connection between experience and scholarly concepts, insight into leadership growth, specificity of future commitments and writing quality. Entries that stand out show the writer changing a belief or decision because of evidence, describe difficult conversations candidly and translate lessons into observable habits. Graders value accurate use of sources, even in a personal genre, and endings that link back to the people the organization serves. HCM 700 marks favor careful formatting across HCM 700 sections. HCM 700 citations keep every HCM 700 argument credible. HCM 700 instructors weigh evidence heavily in HCM 700 grading.

HCM 700 Module 10 help: the mistakes that cost points

Journal grades drop when the entry retells the project rather than the writer's change, when sources float free of any lived moment, when every lesson is a success or when commitments are vague. Another frequent gap is ignoring the people most affected by the project. Choose real shifts, anchor each in a moment and a source, admit what was hard and commit to specific actions. If your program asks the journal to address particular leadership competencies, send them with your HCM 700 notes so the entry covers them. HCM 700 drafts start well from a HCM 700 outline. HCM 700 feedback already received guides HCM 700 revisions. HCM 700 rubrics posted in Brightspace clarify HCM 700 expectations.

Get HCM 700 Module 10 written to your instructions

Paste in the HCM 700 journal directions and a few moments from your capstone that changed how you lead. The entry will turn them into candid reflections tied to readings, admit what was hard and close with commitments someone could watch you keep, within 24 to 48 hours, free the first time. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.

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HCM 700 Module 10 questions, answered

Where can I find a free HCM 700 Module 10 Journal sample?

Scroll up for the complete HCM 700 Module 10 journal, in which an administrator in training reflects on data, patience and earning staff trust.

What should an HCM 700 closing journal include?

A few honest turns in how you lead, the project scene behind each, the study that made sense of it and habits you will carry forward.

Can a capstone reflection admit a mistake?

Yes. Showing how evidence changed a belief or decision is often the strongest evidence of growth.

How do leaders build staff confidence in a change?

By taking visible early action and reporting results openly, since readiness depends on confidence as well as commitment.

Why use payroll data to study turnover?

It measures departures consistently and can replace assumptions with patterns, such as early departures within 90 days.