Objective: To determine which aspects of open disclosure “work” for patients and health care staff, based on an evaluation of the National Open Disclosure Pilot. Design, setting and participants: Qualitative analysis of semi‐structured and open‐ended interviews conducted between March and October 2007 with 131 clinical staff and 23 patients and family members who had participated in one or more open disclosure meetings. 21 of 40 pilot hospital sites, in New South Wales, South Australia, Victoria and Queensland, were included in the evaluation. Participating health care staff comprised 49 doctors, 20 nurses, and 62 managerial and support staff. In‐depth qualitative data analysis involved mapping of discursive themes and subthemes across the interview transcripts. Results: Interviewees broadly supported open disclosure; they expressed uncertainty about its deployment and consequences, and made detailed suggestions of ways to optimise the experience, including careful pre‐planning, participation by senior medical staff, and attentiveness to consumers’ experience of the adverse event. Conclusion: Despite some uncertainties, the national evaluation indicates strong support for open disclosure from both health care staff and consumers, as well as a need to resource this new practice.
Purpose – The purpose of this article is to build on the original Dunphy, Griffiths and Benn (2007) model by proposing a new model of organisational sustainability which includes the economic dimension. There is a growing level of interest by senior executives in the role and potential impact that sustainability will have on their organisation’s future strategy and structure. Although management is keenly aware that sustainability is important in their future planning, there is much uncertainty about what level of involvement and commitment they should make towards sustainability endeavours. Design/methodology/approach – This article reviews the existing organisational sustainability change model while building a case to have the important economic strand added to the original change dimensions relating to the human and the environmental strands. Findings – This conceptual paper builds on previous work of sustainability organisational change theorists to produce an enhanced sustainability change model thus proposing a more comprehensive and integrated sustainability stage model that can guide managers in their quest to evolve effective and more sustainable organisations. Originality/value – This is a conceptual paper that builds on previous work of sustainability organisational change theorists to introduce an enhanced sustainability change model that includes the important economic dimension to the widely accepted social and environmental dimensions, thus proposing a comprehensive and integrated sustainability stage model that can guide managers in their quest to evolve effective and more sustainable organisations.
Purpose – This paper aims to examine how some leading companies are integrating sustainability into their planning of future direction and growth. Readers will have a strong interest in sustainability and how it should be managed within organizations. Creating and maintaining sustainable organizations is of high priority to companies planning their future in a turbulent and difficult-to-predict operating environment. Readers will learn how sustainability may be better integrated into the strategic thinking and management processes. This article will be cited in the future for its early discussion on the importance of integrating sustainability discussion and planning into mainstream strategic management. Design/methodology/approach – This paper draws on secondary data from seven international organizations to show how they are beginning to embrace sustainability issues into mainstream strategic management. This background is used to propose a process that integrates business and sustainability strategy processes that will deal with issues that emerge in more turbulent operating environments. Findings – Secondary research findings suggest that it would be timely to embrace sustainability issue processing with mainstream strategic management processes. Research limitations/implications – Information collected in this paper is based upon a small sample of seven international organizations; hence, observations and recommendations are not representative of the wider business community. Originality/value – Recommendations presented in this paper will be useful to senior practicing managers as they seek to integrate sustainability management into mainstream strategic management processes.
Aim The current vs desired brand position of the nursing profession is examined using brand theory. Background The nursing brand has a long and revered image with various stakeholder groups. However, the current image frequently represents nurses as caring advocates rather than Influential Leaders who deliver, manage and administer health care services. Evaluation Recent quantitative field research describes perceptions of nurses' current vs desired brand position. A perceptual map illustrated a gap on the axes of Patient‐Centered Caregivers and Leaders in Healthcare. Empirical literature provided the foundation for prescriptive advice, which could address potential threats and opportunities for the brand. Key Issue Brand theory is used to describe how nurses' current image seems at odds with nurses' role in contemporary society. The largest gap on the perceptual map was on the ‘Leadership Axis', suggesting more effort is needed to change perceptions of the essential leadership role of nurses in various health care systems. Implications for Nursing Management The nursing profession needs to implement branding strategies, which close the gap between the current and desired brand positions. The central brand position of nurses as leaders should thread throughout practice, education, research and professional associations for effective brand repositioning to occur.
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