Enhancing and Advancing Shared Governance Through a Targeted Decision-Making Redesign

Abstract

Changes to an SG structure can take 2 to 5 years to be realized. Our findings corroborate that the IPNG is a valuable tool in promoting setting-specific SG.

An integrative review on interventions for strengthening professional governance in nursing

“…Dechairo‐Marino et al. (2018) also reported a significant post‐intervention rise in employees’ sense of having control over practice. Two of the studies (Meyers & Costanzo, 2015; Moore & Wells, 2010) did not report statistically significant differences as the pre‐ and post‐implementation outcomes indicated traditional governance (Table 1).…”

“…The study by Dechairo‐Marino et al. (2018) was based on a literature review on nursing shared governance, while Brull (2015) did not report a clear theoretical foundation (Table 1).…”

“…The described interventions aimed to create one council for one division (Meyers & Costanzo, 2015), three new councils at the unit level (Dechairo‐Marino et al., 2018) or hospital level (Moore & Wells, 2010), or several new councils at different levels of the organisation (Brull, 2015; Olender et al., 2020). Various types of education or orientation were offered to either the whole staff or different stakeholders to make the intervention more efficient (Table 1).…”

“…In addition, interventions included increased library access, paid council time, expanding staff involvement in department budgeting decisions (Dechairo‐Marino et al., 2018), staff nurses serving as co‐chairs and nursing executives partnering with the council co‐chairs for planning and problem‐solving (Moore & Wells, 2010). Videoconferencing between clinics was also offered to ensure that nurses could attend the meetings (Meyers & Costanzo, 2015), and unit managers were afforded leadership empowerment programmes so that they could support council work (Olender et al., 2020; Table 1).…”

“…The interventions presented in three studies yielded significant outcomes in the strengthening of structural empowerment (Brull, 2015; Dechairo‐Marino et al., 2018; Olender et al., 2020). Notably, the interventions increased employees’ ability to participate in decision‐making and thus created a more empowering work environment.…”