Organisational culture and consultant nurse outcomes: part 1 organisational culture

Manley, Kim

doi:10.7748/ns2000.05.14.36.34.c2840

Cited by 98 publications

(87 citation statements)

References 5 publications

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“…Practice development should empower individuals and teams to understand what they do and how to improve patient care (Manley 2000, Manley andMcCormack 2003). These characteristics make graphic facilitation a valuable method in practice development with children's nurses.…”

Section: Online Archivementioning

confidence: 99%

Graphic facilitation as a novel approach to practice development

Leonard

Bonaconsa

Ssenyonga

et al. 2017

Nursing Children and Young People

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The active participation of staff from the outset of any health service or practice improvement process ensures they are more likely to become engaged in the implementation phases that follow initial service analyses. Graphic facilitation is a way of getting participants to develop an understanding of complex systems and articulate solutions from within them.This article describes how a graphic facilitation process enabled the members of a multidisciplinary team at a specialist paediatric neurosurgery hospital in Uganda to understand how their system worked. The large graphic representation the team created helped each team member to visualise their day-to-day practice, understand each person's contribution, celebrate their triumphs and highlight opportunities for service improvement. The process highlighted three features of their practice: an authentic interdisciplinary team approach to care, admission of the primary carer with the child, and previously unrecognised delays in patient flow through the outpatients department. The team's active participation and ownership of the process resulted in sustainable improvements to clinical practice.

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Section: Online Archivementioning

confidence: 99%

Graphic facilitation as a novel approach to practice development

Leonard

Bonaconsa

Ssenyonga

et al. 2017

Nursing Children and Young People

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“…'the way things are done around here' (Manley, 2000). As such, in order to transform mealtime care it is necessary to change the ward culture, which presents major challenges (Rycroft-Malone, 2004).…”

Section: Phase 2: Action Research To Change Practicementioning

confidence: 99%

Hospital mealtimes: action research for change?

Dickinson¹,

Welch²,

Ager³

et al. 2005

Proc. Nutr. Soc.

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Poor nutritional care within the hospital setting continues despite decades of work chronicling and measuring the problems. To address the problem changes in practice have been attempted to improve the patients' experience of mealtimes. In order to implement patient-centred mealtimes for older patients by changing the focus from institutional convenience to one that focuses on the requirements of the patients, an action research approach has been used that focuses on action and change, and thus appears to have much to offer those who seek to change practice. The present paper focuses on the first two phases in a three-phase approach. In phase one the nature of everyday mealtime care and the wider context are explored using focus groups, interviews and observations. The data fall into three main themes that all impact on patients' experiences of mealtimes: institutional and organisational constraints; mealtime care and nursing priorities; eating environment. Following feedback of phase 1 findings to staff and identification of areas of concern a model of practice development was selected to guide the change process of the second phase. Changes to mealtime nursing practice and the ward environment have been made, indicating that action research has the potential to improve the mealtime care of patients.

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“…Importantly, it has been suggested that culture in acute hospitals has the potential to influence service efficiency, equity considerations within organisational strategy, the overall economic and social objectives of the organisation, and co-operation and partnerships internal and external to the organisation (Manley, 2000). Research has also found that organisational culture may be a relevant factor in healthcare performance (Davies, Mannion, Jacobs, Powell, & Marshall, 2007;Manley, 2000;Page & Howell, 2015). It has been argued that culture at the individual, team, and organisational level creates the context for clinical practice (Manley, 2000).…”

Section: Introductionmentioning

confidence: 99%

“…Research has also found that organisational culture may be a relevant factor in healthcare performance (Davies, Mannion, Jacobs, Powell, & Marshall, 2007;Manley, 2000;Page & Howell, 2015). It has been argued that culture at the individual, team, and organisational level creates the context for clinical practice (Manley, 2000). Within an organisation, however, several different (and sometimes conflicting) cultures with their own attitudes, beliefs, customs, values, and practices may exist, with the potential of suboptimal working relationships stemming from 'cultural clashes' (McCormack et al, 2002).…”

Section: Introductionmentioning

confidence: 99%

“…Culture -an essential component of contexthas been described by some as "the dominant factor in clinical effectiveness, practice development and successful outcome achievement" (p.97) in healthcare settings (McCormack et al, 2002). Importantly, it has been suggested that culture in acute hospitals has the potential to influence service efficiency, equity considerations within organisational strategy, the overall economic and social objectives of the organisation, and co-operation and partnerships internal and external to the organisation (Manley, 2000). Research has also found that organisational culture may be a relevant factor in healthcare performance (Davies, Mannion, Jacobs, Powell, & Marshall, 2007;Manley, 2000;Page & Howell, 2015).…”

Section: Introductionmentioning

confidence: 99%

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“Communication is taking a back seat”: An exploration of aphasia management in acute hospital settings

Foster¹

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While in the past the focus of speech pathologists working in the acute hospital setting has been service provision to people with communication disorders and their families, their primary role is now in dysphagia. In the limited literature regarding aphasia management in acute hospital settings, there is a lack of consistency regarding the type and amount of intervention being provided to people with aphasia; however, there is consensus that current practice is inconsistent with bestpractice recommendations. Given that aphasia intervention has been identified as being central to improved communicative outcomes, an increased capacity to effectively communicate healthcare needs, a decrease in hospital negative events, and an increased sense of satisfaction for people with aphasia, this is of concern. Little is known about the reasons underlying this evidence-practice gap.The overall aim of this thesis was to provide an understanding of current acute aphasia management practice and the factors that influence it. Specifically, the research aimed to: (a) provide an in-depth understanding of the current aphasia management pathway in the acute hospital setting; (b) explore acute speech-language pathologists' conceptualisation, experiences, and perceptions of post-stroke aphasia management, and provide a greater understanding of the factors that influence their practice; and, (c) understand the factors that influence acute aphasia management from the perspectives of speech pathologists, people with aphasia, and their close others, through a cultural lens.In order to address the research aims, the empirical aspects of this research were conducted in two Phases. Phase One, an interpretative phenomenological investigation, aimed to provide a deep understanding of aphasia management from the perspective of acute speech pathologists. Semistructured, in-depth interviews were undertaken with 15 Australian speech pathologists working with people with aphasia (one of which was later excluded resulting in a total n=14). Interviews were transcribed verbatim, and data were analysed using a thematic analysis. Key themes identified included: role perception; competing priorities; the de-prioritisation of aphasia; and, the sense of disempowerment experienced by speech pathologists as a result of their relationship with evidencebased practice for acute aphasia management. In addition, a qualitative content analysis was undertaken to describe the current aphasia management pathway. Grounded within the guiding construct, First contact with the profession, the findings represented the significant diversity in the ii pathways of care for people with aphasia and their families in the acute hospital setting. Overall, analysis revealed the complex, diverse, and multi-faceted nature of the phenomenon.Phase Two was designed based on the findings of Phase One. It examined the culture of acute aphasia management by speech pathologists in depth, through the use of focused ethnography in a single acute stroke unit. Three participant triads...

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Organisational culture and consultant nurse outcomes: part 1 organisational culture

Cited by 98 publications

References 5 publications

Graphic facilitation as a novel approach to practice development

Graphic facilitation as a novel approach to practice development

Hospital mealtimes: action research for change?

“Communication is taking a back seat”: An exploration of aphasia management in acute hospital settings

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