Slicing and Dicing Shared Governance

Abstract

Hospitals seeking Magnet status must demonstrate empowering structures and processes that involve nurses in governance and decision-making about their practice. Shared governance--an organizational innovation that legitimizes health care professionals' decision-making control over their practice, while extending their influence to administrative areas previously controlled by managers--can achieve this. However, evidence connecting shared governance with clinical, professional, and organizational outcomes has been sparse. Research using the Index of Professional Nursing Governance is changing that. Innovative uses of the Index of Professional Nursing Governance is strengthening new shared governance programs, rejuvenating old ones, and finally connecting innovative models to favorable outcomes.

Nurse manager perspective of staff participation in unit level shared governance

“…Additional articles discuss barriers associated with ULSG success, including role confusion between staff nurses and nurse managers, inadequate leadership support, insufficient recognition of achievement and staff attitudes (Hess, ; Scherb et al., ). Hess () cautions a steep learning curve for all involved when implementing ULSG, but suggests the benefits are worth the effort. Brandt et al.…”

Interprofessional shared governance

“…4 The aggregate scores are classified by the amount of shared decision making in an organization. The five categories of decision making include: 1) nursing management only, 2) primarily nursing management with some staff input, 3) equally shared by staff and management, 4) primarily staff with some management, and 5) staff only.…”

The Ascension Health Experience

“…12,13 This model shifts ownership of work, such as nursing care, to those who perform the work. Nurses should practice to the full extent of their education and training.…”