Nurses’ Perception of Shared Decision-Making Processes

Abstract

A comprehensive evaluation of shared decision making was a valuable tool to establish a baseline of data and seek opportunities for improvement. A well-integrated model of SG requires continuous improvement and analysis to be sustained. Measuring and evaluating staff nurses desire to control varied aspects of DI can allow organizations to make focused efforts to strengthen SG.

Nurses’ lived experience serving on unit-based councils: A literature review

“…In a community medical center in Fairfield County, Connecticut, United States (USA), Gerard, Owens, and Oliver (2016) studied the level of dissonance in nurses' desired and perceived decision-making. [14] They described dissonance as the gap between nurses' perceived and the desired level of decisional involvement (DI). The researchers reported a statistically significant difference in the levels of dissonance.…”

“…As SG is a journey, nursing leaders should give ongoing support to nurses. [14,16] Nursing leaders should give nurses appropriate levels of decisional powers to make decisions about their work environment and nursing practice at the point of care. [14,23] Nursing leaders would benefit from the use of valid and reliable tools to give them insight into the perception of SG model at both the organizational and unit levels.…”

“…[14,16] Nursing leaders should give nurses appropriate levels of decisional powers to make decisions about their work environment and nursing practice at the point of care. [14,23] Nursing leaders would benefit from the use of valid and reliable tools to give them insight into the perception of SG model at both the organizational and unit levels. [14] To better support nurses in their autonomous professional nursing practice it is necessary to reorganize the organization's structures and processes.…”

“…[14,23] Nursing leaders would benefit from the use of valid and reliable tools to give them insight into the perception of SG model at both the organizational and unit levels. [14] To better support nurses in their autonomous professional nursing practice it is necessary to reorganize the organization's structures and processes. [17] Other organizational implications include supporting nurses in their participation of SG activities by ensuring patient care coverage and compensating them for their commitment.…”

Governança corporativa e gestão hospitalar

“…Strategic decision-making comes from the development of human resources, which coexist under various logics in complex organizations, taking into account the professional multiplicity, in which there are various functions, skills, autonomy, and even of interests. (3,4) It is worth remembering that in hospital organizations there are two worlds (the administrative and care spheres) that seldom dialogue and are often contradictory.…”