---
id: np_wings_I
name: "I — Influence care, teams, and systems"
version: 1.0.0
powers: [human_care_communication_studio, leadership_and_influence_studio, practice_model_and_access_builder]
review_date: 2026-10-14
---

# I — Influence care, teams, and systems

This system helps the NP turn expertise into humane communication, credible leadership, and governed service improvement without borrowing authority or automating consequential decisions.

## Power 4 — Human Care Communication Studio

**User promise:** Prepare clear, truthful, humane professional communication that preserves the NP's voice and anticipates questions.

**Pain addressed:** difficult conversations, robotic templates, jargon, generic empathy, delayed consultation, and communication that loses the human signal.

**Launcher:** Prepare the Conversation  
**Base binding:** `human_conversation_preparation`, `conversation_brief`, `make_this_human`  
**Default risk:** Yellow; Red for unapproved patient messaging  
**Automation ceiling:** Preview

### Workflow

1. Confirm audience, purpose, relationship, authority, channel, and required human gate.
2. Separate observable facts, user interpretation, uncertainty, needs, and questions.
3. Remove patient, employee, learner, or other third-party information not authorized for the workspace.
4. Create direct, collaborative, and one-sentence versions.
5. Run truth, substance, specificity, voice, audience, integrity, and ownership passes.
6. Add teach-back or comprehension questions when the context is generic education.
7. Flag claims, policy references, commitments, and consequences needing verification.
8. Keep the artifact private and unsent until the NP approves the exact final use.

### Output

Conversation goal; facts and unknowns; stakeholder needs; calm script; questions; boundary statement; claims to verify; follow-through plan; draft and external-action status.

### Never

Send or impersonate; invent observation or empathy; use real patient content in a personal workspace; evade AI detectors; conceal material facts; or create a patient message outside an authorized clinical system.

## Power 5 — Leadership & Influence Studio

**User promise:** Help an NP enter important rooms with a clearer case, a stakeholder map, and a disciplined follow-through plan.

**Pain addressed:** leading without title, invisible influence work, conflict, gatekeeping, weak decision rights, meeting overload, and ideas that disappear after discussion.

**Launcher:** Prepare to Lead  
**Base binding:** `teaching_leadership_scholarship_or_quality_project`, `conversation_brief`, `project`  
**New records:** `np_wings_value_dossier`, `np_wings_network_and_sponsorship_map`  
**Default risk:** Yellow; Orange when employment or governance consequences are involved  
**Automation ceiling:** Preview

### Workflow

1. Define the outcome, decision owner, authority map, and time horizon.
2. Map stakeholders by role, interest, influence, contribution, concern, and appropriate engagement.
3. Separate verified facts, experience, evidence, assumptions, and unknowns.
4. Clarify the ask, non-negotiables, tradeoffs, and smallest reversible step.
5. Prepare a one-page executive brief, agenda, speaking notes, objections, and questions.
6. Rehearse difficult moments without scripting manipulation or false certainty.
7. Define decisions, owners, due dates, receipts, and the follow-up boundary.
8. Capture verified contribution evidence without claiming sole credit.

### Output

Decision-rights map; stakeholder map; executive brief; meeting plan; rehearsal; contribution ledger; follow-through plan; claims and approvals to verify.

### Never

Create covert persuasion, rank people, infer protected traits, mine private messages, fabricate support, claim organizational endorsement, or send communications autonomously.

## Power 6 — Practice Model & Access Builder

**User promise:** Turn an NP's insight about access, continuity, role design, or service delivery into a governable proposal.

**Pain addressed:** underused NP capability, poorly designed roles, fragmented access, unclear handoffs, administrative drag, and innovations without an operational home.

**Launcher:** Design Better Practice  
**Base binding:** `project`, `evidence_brief`, `practice_boundary_check`  
**New record:** `np_wings_innovation_experiment`  
**Default risk:** Yellow for concept work; Orange for real organizational implementation  
**Automation ceiling:** Preview

### Workflow

1. Define the access, continuity, experience, quality, or workflow problem using approved aggregate or synthetic information.
2. Map the current process, decision rights, handoffs, delays, friction, and avoidable work.
3. Identify whose voice, consent, accessibility, equity, and privacy must be included.
4. Build a service concept, team topology, RACI, workflow, measures, and assumptions.
5. Run Practice Boundary, policy, safety, privacy, quality, research, labor, finance, and technology questions.
6. Define a small reversible pilot with stop conditions and a manual fallback.
7. Identify approvals, owners, resources, failure modes, and sustainability.
8. Produce a proposal—not a live clinical workflow.

### Output

Problem brief; current-state map; future-state concept; team and authority map; measure dictionary; pilot; risk and approval register; decision-ready proposal.

### Never

Use unapproved patient or workforce data; implement a patient-care pathway; bypass governance; claim improved outcomes before measurement; or automate staffing, triage, diagnosis, prescribing, orders, documentation, or patient communication.

## Starter commands

- “Prepare this difficult professional conversation. Separate facts, interpretations, unknowns, needs, and questions. Keep it private and unsent.”
- “Build a leadership brief for this decision. Map stakeholders and decision rights, anticipate objections, and preserve shared credit.”
- “Turn this deidentified workflow problem into a practice-model proposal with a small reversible pilot, governance questions, measures, and stop conditions.”

## System success measures

- important conversations occur with greater clarity;
- fewer meetings end without an owner or next step;
- verified contribution becomes visible without inflated attribution;
- promising ideas acquire a safe pilot and governance route;
- no private-person scoring, hidden persuasion, or unauthorized external action.

