Interprofessional shared governance

Cadmus, Edna; Helms, Patricia; Christopher, Mary Ann; Hawkey, Regina

doi:10.1097/01.numa.0000470773.94859.2d

Cited by 3 publications

(7 citation statements)

References 9 publications

(4 reference statements)

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“…[5][6][7][8][9] A positive belief in the importance of collaboration increases the success of the collaborative process. A positive attitude leads to the development of a respectful and welcoming attitude among different members of the interdisciplinary team.…”

Section: Provider Attitudes Behaviors and Beliefsmentioning

confidence: 99%

“…[8,13,20,21,24,27,33,34] Enhanced collaborative skills in SG may be acquired through training that includes communication, negotiation, and conflict resolution skills. [6,8,16,17,21] Interdisciplinary team members learn to work collaboratively in the SG decision-making process. [6,15,18] …”

Section: Team Functional Skillsmentioning

confidence: 99%

“…[6,8,16,17,21] Interdisciplinary team members learn to work collaboratively in the SG decision-making process. [6,15,18] …”

Section: Team Functional Skillsmentioning

confidence: 99%

“…[6,7,11,12,19,42] Health workers helping to improve health care quality need training on how they can create and work effectively in teams. The skills they acquire through educaPublished by Sciedu Press tion will benefit the teams as all members can objectively identify and find solutions to gaps in the collaborative process.…”

Section: Educationmentioning

confidence: 99%

“…[21] They include time skills and tools that members of the interdisciplinary team or managers will use to make SG successful in providing care. [6,27] Leaders use resources to facilitate training of nurses and other healthcare providers among interdisciplinary team members which eventually makes interdisciplinary members effective members of a team. [19] The collaborative work that interdisciplinary members perform rely on available resources for success.…”

Section: Resourcesmentioning

confidence: 99%

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Interdisciplinary shared governance: A literature review

Alrwaihi

Kehyayan²,

Johnson³

2017

JNEP

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Objective: Interdisciplinary shared governance (IDSG) is important in healthcare to achieve quality and excellence in patient care. Initially adopted in healthcare facilities for the nursing discipline, the recent trend is to expand it to include other disciplines. This paper examined the factors that affect interdisciplinary collaboration that effect successful implementation of an IDSG model. Methods: A literature review on SG, interdisciplinary collaboration, and factors that may potentially influence its successful implementation was conducted. Results: The review of the literature identified several factors grouped under three major themes that affect IDSG. The first theme was individual factors that include the subthemes provider attitude, beliefs, interpersonal skills, and status quo. The second theme was shared factors that includes both individual as well as organizational factors. They include physician-nurse relationships, clear goals and vision, motivation, trust and respect, and team functional skills. Finally, the organizational factors refer to those that impact the working environment and influence decision making by members of the various interdisciplinary teams. These factors include organizational structure, organizational culture, leadership, education, resources, professional boundary, and role ambiguity. Conclusions: The IDSG requires that groups in different disciplines make informed decisions pertaining their work environment as well as those towards patient's care.

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Section: Provider Attitudes Behaviors and Beliefsmentioning

confidence: 99%

Section: Team Functional Skillsmentioning

confidence: 99%

“…[6,8,16,17,21] Interdisciplinary team members learn to work collaboratively in the SG decision-making process. [6,15,18] …”

Section: Team Functional Skillsmentioning

confidence: 99%

Section: Educationmentioning

confidence: 99%

Section: Resourcesmentioning

confidence: 99%

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Interdisciplinary shared governance: A literature review

Alrwaihi

Kehyayan²,

Johnson³

2017

JNEP

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The Impact of Interprofessional Shared Governance and a Caring Professional Practice Model on Staff's Self-report of Caring, Workplace Engagement, and Workplace Empowerment Over Time

Olender

Capitulo

Nelson

2019

JONA: The Journal of Nursing Administration

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OBJECTIVE To describe the impact of the implementation of interprofessional shared governance and a caring professional practice model (Relationship-Based Care [RBC]) on the staff's self-report of caring, work engagement, and workplace empowerment over a 4-year time frame. BACKGROUND Shared or interprofessional governance has moved mainstream within healthcare settings, particularly within agencies seeking to sustain high reliability in the offering of quality patient care services and/or interest in meeting Magnet® standards or embarking upon the Pathway to Excellence®. Nurse leaders report that organizations having implemented shared governance thrive, citing professional governance as key to workplace engagement and empowerment, particularly related to quality care initiatives. Transition to interprofessional shared governance structures typically takes 2 to 3 years. It is unknown whether related outcome variables are sustainable over time. METHODS Utilizing Watson's theory of human caring and appreciative inquiry as underlying frameworks, a longitudinal, quantitative study design was employed. Interprofessional focus groups and introductory sessions were offered to inform and engage all personnel within the medical center. Motivated units were identified, professional shared governance council members elected, and unit-specific education provided. Quality improvement initiatives were facilitated within unit councils, and formal leadership programs to enhance project guidance and to support staff empowerment skills for the managers of the units that were up-and-running were provided. Preimplementation and postimplementation measurements of staff's caring, workplace engagement and work empowerment were assessed, compared, and trended across units over time. RESULTS Only work empowerment scores among staff working within RBC units were sustainable and increased progressively and significantly over time. Work engagement levels initially rose and then stabilized over time. Caring levels remained stable despite the implementation of a caring professional practice model. Statistically significant correlations were noted between work engagement and empowerment, followed by the relationship between work engagement and caring, followed by the relationship between empowerment and caring. CONCLUSIONS The sustainability of work empowerment is likely related to the periodic provision of education for leaders regarding leading within an empowered work environment. A stronger focus on staff caring, particularly within quality improvement initiatives, with leadership guidance, will be paramount moving forward.

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Nursing shared governance at hospitals – it’s Finnish future?

Kanninen

Häggman‐Laitila

Tervo‐Heikkinen

et al. 2019

LHS

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Purpose The purpose of this study is to describe council structure, its benefits, supportive and obstructive factors and developmental needs as a part of shared governance in a university hospital. Design/methodology/approach This is a descriptive study, where semi-structured interviews with 12 nurses was conducted in 2014 and documents from 75 council meetings from 2009 to 2014 were gathered and analyzed. Qualitative content analysis method was used on the data. Findings The study hospital has been developing nursing shared governance with unique structure and processes of councils. Professors and university researchers act as chair and members are voluntary nursing staff. The factors supporting the councils are nurse managers’ support, enthusiastic personnel and neighboring university. The factors obstructing the councils are lack of time, understanding and skills. The work of the councils benefits the organization by improving patient care, harmonizing nursing practices and informing decision-making. The council’s developmental needs were more visibility, concentration into everyday problems and interprofessionality. Research limitations/implications Applying nursing shared governance structures into an organization improves the professional practice environment of nursing personnel. Practical implications The study hospital has its own, unique council structure. It did not cover the whole hospital or all of the nursing personnel, but it is already producing promising results. It should be given an official status and more support from nurse managers, and it should be developed into an inter-professional discussion. The results presented here indicate that shared governance, even, in its early stage, contributes positively to the quality of care, harmonizes nursing practices and informs decision-making. Applying shared governance structures into an organization improves the professional practice environment of nursing personnel. The study showed concrete supporting and obstructing factors that should be notified in nursing leadership. Originality/value Despite the extensive empirical studies on nursing shared governance, there is very little research on councils in the Scandinavian countries.

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Interprofessional shared governance

Cited by 3 publications

References 9 publications

Interdisciplinary shared governance: A literature review

Interdisciplinary shared governance: A literature review

The Impact of Interprofessional Shared Governance and a Caring Professional Practice Model on Staff's Self-report of Caring, Workplace Engagement, and Workplace Empowerment Over Time

Nursing shared governance at hospitals – it’s Finnish future?

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