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Shared Governance Case Study

672 Words3 Pages

Shared governance has been effectively used in the nursing field to allow nurses to be a part of the patient decision making process. Whole-systems shared governance is sharing the power and authority with all aspects of the organization for an interdisciplinary approach to patient service. Shared governance places the decision making into the hands of the individuals that will be providing the care. This author is in favor of moving a healthcare organization from the hierarchical system into the whole-systems shared governance. The whole-system shared governance is a horizontal structure that allows every individual in the organization an opportunity to contribute into the decision making and they are given accountability over themselves …show more content…

It will be a challenge to achieve acceptance by the individuals that are currently in the higher management, there will be a shift of individuals under the new organizational model. There will not be a great need for multiple higher management offices since decision-making is a shared process. Implementing shared governance will require structuring the organization and developing councils. The challenge that this author finds in the implementation of councils is acquiring individuals who are willing to be on the ground floor of implementing the new structure. For the implementation of the whole-system shared governance to sustain past the onset and into the future the organization will need to imbed the process in to its day to day operation and have success at implementing new practices in the past. The organizational leaders will be required to practice facilitative leadership to transform to shared governance. (Davidson et al., 2017, Chapter …show more content…

The use of the council brings together staff, management, and practitioners into an environment to discuss issues regarding patient care. The people in power should be the ones involved. The use of councils brings this empowerment into the organization and the members of the team are committed to develop and master outputs (Davidson et al., 2017, Chapter 13).
Think tanks, a process for analyzing issues that go beyond one person or program and what is happening now, are needed for future growth. Leaders must not just envision the need for a think tank but ensure that it happens. Individuals who think tank should have time set aside to evaluate future needs and develop a plan with goals and a timeline for the implementation. This is a taxing effort on the organization, but the organization should first prepare themselves (be open to change and value creativity, to name a few) for the think tank to not be a wasted resource (Davidson et al., 2017, Chapter

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691 Words | 3 Pages

An example of this model is shared governance (Huber, 2014). Shared governance empowers, as well as makes staff nurses accountable, on subjects such as scheduling, unit specific policies, issues, and education opportunities (Ott & Ross, 2014). The decentralized model empowers nurses to make decisions and changes. This allows more time for management to focus on other issues (Huber, 2014).

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171 Words | 1 Pages

I am a member of Unit Practice Council (UPC) in my unit which represents for the unit-based aspect of the shared governance model in nursing. UPC is front line nursing staff making decisions about nursing on the unit they work on. Our team members are mainly bedside nurse assistants and nurses in the unit. We are responsible for attending meetings, reporting activities, discuss issues and decide how to resolve the issues. We are currently working on several - main topics.

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1355 Words | 6 Pages

As a nurse practitioner, the DNP is prepared to conduct comprehensive and systematic assessments of their patient’s health and illness, as well as implement and evaluate therapeutic interventions for their patients, based on science (American Association of Colleges of Nursing, 2006). This means, the DNP has a comprehensive understanding of advanced pathophysiology and pharmacology, as well as the use of applied and human sciences, which should be employed while assessing and making, diagnostic and treatment decisions as part of an integrative health approach (American Association of Colleges of Nursing, 2006). Organizational and Systems Leadership for Quality Improvement and Systems Thinking Organizational and systems leadership are critical

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Some benefits of shared governance include increased team cohesiveness, communication, and decision making. According to Wilson, Speroni, Jones, and Daniel (2014), “Shared governance activities give direct care nurses an opportunity to partner with nursing management to achieve optimal patient outcomes and to increase nurse job satisfaction, nurse productivity, and nurse retention” (p.19). “Challenges of shared governance identified by staff nurse included decrease staffing, budget concerns, lack of knowledge, generational issues and issue with delegation of tasks” (Ott and Ross, 2014 p. 767). These challenges poses a threat to providing quality patient

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For this assessment, I will be reflecting on what clinical governance looks like in my workplace, with a critique of the framework used within the organization. During the reflection I will discuss what pillars and principles were found, while describing my fellow team members’ understanding of clinical governance and how it is reflected in their practice. Finding the clinical governance framework for my workplace was challenging and time consuming without computer access in place of hard copy policy and procedure manuals. I found clinical governance summerised through the manuals, ensuring compliance of the 44 accreditation standards (Australian Aged Care Quality Agency, 2014) but as Knight, Kenny and Endacott (2015) discuss, while the concept is accepted, there is a gap between theory and practice, which is visual where I work. Pillars and principles such as risk management, efficiency, effectiveness, patient centric and equity are seen throughout the policies, and to analyse more specifically, clinical governance is articulated under categories, consisting of “education and training, clinical audit, clinical effectiveness, research and development and role clarity” (Davies, Chapman & Boyd, 2015 p.45).

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INTRODUCTION The patient-practitioner relationship has undergone several changes in the past decades. It has moved from a paternalistic relationship, in which the practitioner acted as a guardian and made the decisions on behalf of the patient, to a deliberative relationship in which the patient is more autonomous, informed, empowered and involved in decisions regarding his healthcare. [1] Recently, there has been an increasing interest and research in shared decision making (SDM), which is one of the pillars of patient-centred care. [2] Research suggests that engaging patients in healthcare decisions makes a significant and permanent difference to healthcare outcomes.

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A leader who focuses to incept organization change effort should consider some actions that are the core for the change to be effective. One of the salient steps that an organization leader should take is to share the vision of change to other organization members. When deciding on the move, it is the responsibility of the leader to come up with an inspiring view on how the future may appear (Wetzel and Nees, 2017). In most cases, people tend to work with higher commitment when they are given proper guidelines. The sharing of vision is usually viewed as the primary step of transformation leadership.

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The governance is not a concern to what decisions are made, it is about who is making the decisions. Question 2: The CIO wants to implement a centralized IT governance system. As demonstrated by the case above what? What are the disadvantages? Framework:

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Accordingly, not only am I good with vision, but I strive toward transforming action within the team, mainly when conflicts arise. Identified as a coach and visionary leader, networking and establishing good relationships are essential to encouraging others to share ideas and transform conflicts into usable energy. As I delve into new perspectives as an entrepreneur, I continue to learn how vital it is to efficiently offer guidance to team members and provide inspiration when needed. While it has been challenging building a social program that focuses on providing housing for homeless people and mental health counseling, I aim to think critically and involve others for their expertise and clarity.

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Introduction: Any organization recognizes the significance of leadership and its crucial role in achieving their goals and success. In healthcare organizations, the complexity of the system and the difference in defining its success goals are reshaping the practice of leadership and its standards. According to House et al. (2002, p.5) a leader is able to influence, motivate, and enable others to contribute to the success of the organization or task. Healthcare and business settings are different in terms of goals and system contexts.

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Studies have shown that delegating formal authority for clinicians is vital to create a hospital that is not only responsive to the demands of patients but also one that is financially

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MacBeath et al. (2004: 13) assert that ‘it creates opportunity for all members of an organization to assume leadership’. Much distributed leadership literature speaks enthusiastically of opening opportunities to a wider range of staff to contribute to leadership, thereby benefiting both learners and staff (Lumby, 2013,

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Transformational Leadership As described by McShane and Von Glinow (2015)

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They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or

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1304 Words | 6 Pages

‘Organizations provide its managers with legitimate authority to lead, but there is no assurance that they will be able to lead effectively’ (Lunenburg, 2011). Organizational success usually requires a combination of both management and leadership. In today’s dynamic work environment, leaders are expected to challenge the present state of affairs, and to motivate and convince organization members. Managers are needed to assist in creating and maintaining a positive and well-functioning workplace. ‘Leadership and management are often considered practically overlapping concepts’ (Bohoris and Vorria, 2007, p. 1).

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