Introduction
The Westbrook healthcare system, a centrality in offering high-quality and diverse services within the community, has experienced challenges due to reducing employee and patient dissatisfaction scores in the last five years. As the nursing executive within this hospital, I prioritize re-organizing the acute care regional hospital setting, acknowledging the primary role of a conducive work environment in navigating staff retention challenges and ensuring top-tier professionals’ recruitment. In managing this situation, I propose establishing a shared governance model, a decentralized strategy affirming autonomy, collaboration, and shared responsibility among healthcare practitioners. This model continuously resonates to develop a positive work culture essential in optimizing employee satisfaction and enhancing quality patient care (Karlsson et al., 2019). This essay provides a comprehensive overview of the shared governance model, demonstrating its relevance to acute care regional hospital settings while focusing on the critical aspects of this model. This exploration will determine the expected nursing impacts and establish leadership and staff engagement strategies in this transformative procedure.
Shared Governance Model
The shared governance model is a transformative paradigm for healthcare settings, delegating decision-making procedures to nurses within various levels. These nursing levels comprise council structures focusing on autonomy and accountability by empowering frontline healthcare professionals to develop an inclusive and collaborative work environment (Yasin et al., 2019). In the spheres of the acute care regional hospital, the council structure consists of the establishment of unit-based councils. These councils integrate diverse staff members, representing multiple roles and specialties, collaboratively engaging in decision-making (Baek et al., 2019). Frequent open forums and regular meetings within these councils influence multi-faceted disciplinary communication, affirming that decisions benefit from the quality expertise of the nursing staff.
Consequently, autonomy and accountability establish critical pillars of this model. The autonomy and accountability grants nursing staff more decision-making authority and responsibility for patient care procedures, recognizing their dedication and expertise. This transformation towards a shared responsibility enhances the culture of pride and ownership among nurses, optimizing high job satisfaction (Ayalew et al., 2019). The purpose of choosing the shared governance model for the acute care regional hospital is based on its potential to empower healthcare practitioners, establishing a collaborative culture to improve job satisfaction (Penconek et al., 2021). The subsequent sections will comprehensively focus on the specific aspects of this model and its expected impact on nursing within the facility.
Council Structure
The critical aspect of the shared governance model is the development of council structures integrating staff members from diverse roles in collaboratively participating in decision-making procedures. Implementing this structure within acute care regional hospitals offers a platform for interdisciplinary collaboration and communication. Engaging nurses in regular meetings enhances the exchange of ideas, ensuring decisions are collectively made while incorporating the perspectives and insights of these diverse professionals (Baek et al., 2019). This council structure has profound impacts with improved communication among staff and members from various disciplines, ensuring well-informed decisions while considering stakeholders’ perspectives. The collaborative approach enhances the work environment and improves patient care, influencing a shared responsibility culture.
Accountability and Autonomy
Empowering staff autonomy with autonomy and accountability is another critical aspect of the shared governance model, recognizing the frontline healthcare professionals’ expertise while granting them more independence in decision-making associated with patient care. The model empowers nurses to own up to their roles and responsibilities, enhancing job satisfaction and patient engagement (Ayalew et al., 2019). In the acute care regional hospital’s spheres, autonomy and accountability imply that staffing staff are actively involved in decision-making procedures associated with workflow management, resource allocation, and patient care protocols (Yasin et al., 2019). This increased responsibility improves job satisfaction and contributes to a culture of continuous improvement, with frontline staff becoming actively engaged in implementing and identifying best practices.
Impact of Chosen Framework on Nursing
The shared governance model is an innovative and dynamic healthcare approach to healthcare leadership, restricting the conventional hierarchical structure through disseminating decision-making procedures within the organization. This model comprises a commitment to accountability and autonomy and a council structure developing a framework aligning with the ethos of the acute care regional hospitals (Baek et al., 2019). The council structure within the shared governance model influences interdisciplinary collaboration. The significant component of unit-based councils is a forum for nursing staff within diverse specialties and roles to convene regularly (Karlsson et al., 2019). These councils are communication hubs, allowing an exchange of insights and ideas ensuring comprehensive representation of the nursing workforce within decision-making procedures. This collaborative approach continuously resonates with patient care’s interconnected and complex nature within acute care settings.
The affirmation of autonomy and accountability recognizes the expertise of frontline healthcare professionals. Nurses, integral contributors to patient care, have freedom in decision-making procedures. This shift acknowledges nurses’ capability and instills a sense of responsibility and ownership. By integrating nurses with decisions related to resource allocation, workflow management, and patient care protocols, the shared governance model empowers them to transform the nature of their work, enhancing continuous improvement culture (Yasin et al., 2019). In preferring the shared governance model, the acute care regional hospital, a clear rationale is developed, transforming pathways empowering healthcare professionals and optimizing collaboration and job satisfaction. The emphasis of this model on shared decision-making procedures resonates with the intricate and critical nature of healthcare delivery, with input from diverse perspectives essential for comprehensive and practical solutions (Penconek et al., 2021). This emphasis enables the nuanced application of these components within hospital settings, evaluating the expected impacts of nursing and strategies for engaging leadership and staff in this transformative shift.
Engagement of Staff and Leadership
Staff and leadership engagement is critical for effectively implementing the shared governance model within acute care regional hospital settings. The strategies should be modified to manage every group’s unique perspectives and needs, hence effective staff engagements and organization of regular town hall meetings (Penconek et al., 2021). These meetings are platforms for open communication, enabling staff members to express their suggestions, expectations, and concerns associated with the shared governance model implementation. Creating an environment for nurses’ concerns will be addressed to influence a sense of ownership and inclusion within the decision-making procedures. Leadership engagements are critical in the continuous integration of the shared governance model. The strategy for achieving these engagements entails establishing a leadership training program focusing on shared governance principles. This program educates leaders on the centrality of delegating decision-making strategies while demonstrating their roles in supporting and optimizing these transitions (Baek et al., 2019). Cohesive and effective implementation is achievable through resonating leadership insights and perspectives with shared governance principles.
Conclusion
The shared governance model illustrates an effective and promising framework for managing the limitations and complexities experienced by Westbrook’s healthcare systems, especially in the acute care regional hospital settings. By decentralizing the decision-making process, affirming autonomy and accountability, and implementing unit-based councils, this model can develop a conducive work environment, foster employee satisfaction, and attract high-quality staff. The impact of the shared governance model on nursing is critical and substantial, with increased job satisfaction and enhanced communication influencing positive patient outcomes. As the nurse executive, I commit to managing the organization through transformative procedures. The implementation strategies of staff and leadership engagements are essential in ensuring significant integration of the shared governance model. Through developing a culture of shared responsibility, autonomy, and collaboration, Westbrook’s healthcare system can optimize quality patient care and excellence.
References
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Yasin, Y. M., Kerr, M. S., Wong, C. A., & Bélanger, C. H. (2019). Factors affecting nurses’ job satisfaction in rural and urban acute care settings: A PRISMA systematic review. Journal of Advanced Nursing, 76(4), 963-979. https://doi.org/10.1111/jan.14293
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