Barriers and Enablers to Changing Organizational Culture in Nursing Homes

Scalzi, Cynthia C.

doi:10.1097/00005110-200605000-00010

Cited by 38 publications

(72 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Recent research by Lopez (2006) corroborates this finding and suggests that expecting direct-care workers to perform their work in radically new ways without ongoing support from facility managers may be unrealistic. Therefore, culture change should be thought of as an ongoing process (Scalzi et al, 2006), one that is created and sustained at all levels of a long-term care facility. Culture change cannot simply be mandated by facility managers and carried out by direct-care workers.…”

Section: Discussionmentioning

confidence: 99%

Nursing home culture, teamwork, and culture change

Tyler

2010

Journal of Research in Nursing

View full text Add to dashboard Cite

Aims: Most developed countries are taking steps to move away from institutional models of care for the aged, in an attempt to both improve quality of life for those receiving care and improve the work of those providing care. In the USA, the concept of 'culture change' (CC) encompasses a variety of philosophical and practice models being employed to de-institutionalise skilled nursing facilities, also known as long-term care (LTC) facilities. Teamwork among direct-care workers is often promoted as an important aspect of culture change. However, a recent study found that, among facilities attempting CC, teamwork was the least commonly implemented CC component. This suggests that facilities may be having difficulty implementing teamwork and also raises questions about the link between teamwork and facility organisational culture. This study examined the relationship between teamwork and organisational culture in the LTC setting. Methods: Observations in 20 LTC facilities were used to identify facilities with high and low amounts of teamwork. Interviews with nursing staff from four high-teamwork and five low-teamwork facilities were compared to determine the aspects of organisational culture associated with teamwork, and explore how teamwork might be sustained in LTC facilities. Findings: Aspects of culture, including positive staff attitudes toward co-workers, were associated with high-teamwork facilities. Managerial modelling of these attitudes may be one factor that helps sustain teamwork. Conclusions: LTC facility managers may need to adjust their own attitudes and behaviour to support teamwork in their facilities. This has implications for facilities attempting to de-institutionalise.

show abstract

Section: Discussionmentioning

confidence: 99%

Nursing home culture, teamwork, and culture change

Tyler

2010

Journal of Research in Nursing

View full text Add to dashboard Cite

show abstract

“…The top-down approach is typical of this setting, but a bottomup approach would more likely result in success. For example, nursing home administrators aiming to implement organizational change may be more successful when they individualize resident care and solicit the participation of residents and families in organizational decisions (Scalzi et al, 2006). Empowering nurse aides to use their knowledge of individual residents and their families can lead to positive resident outcomes, particularly in terms of engagement in the life of the facility and personalized care (Applegate and Morse, 1994).…”

Section: Discussionmentioning

confidence: 99%

Palliative care in nursing homes: a comparison of high- and low-level providers

Hodgson

Lehning

2008

Int J Palliat Nurs

View full text Add to dashboard Cite

The purpose of this study was to explore staff perceptions and concerns about the use of palliative care services in the nursing home setting. Six administrators from nursing homes were purposively selected for key informant interviews. Four common themes emerged, including issues related to the culture of care, the model of care, the relationships with hospice partners, and the role of staff. Recognition of staff perceptions is an important first step in improving the utilization of palliative care services. Staff insight provided clarification related to impediments in promoting a culture of care that was person-centered and relationshipbased. We conclude by identifying the solutions for raising the level of dialogue to promote palliative care practice in the nursing home environment.

show abstract

“…Green House adopter guidance has been primarily focused on initial implementation, similar to the focus of many culture change initiatives (Rahman and Schnelle 2008). Similarly, most research on culture change has focused on the initial implementation process (Stone et al 2002;Scalzi et al 2006;Shield et al 2014;Shier et al 2014;Tyler et al 2014) or small sample studies of staff and resident outcomes (Coleman et al 2002;Stone et al 2002;Bergman-Evans 2004;Kane et al 2007;Miller et al 2014). Relatively little is known regarding how organizations sustain principles and practices of culture change over time.…”

Section: Culture Change Sustainabilitymentioning

confidence: 99%