Transformational Culture: A Culture of Effectiveness

Manley, Kim

doi:10.1002/9780470698884.ch4

Cited by 39 publications

(32 citation statements)

References 42 publications

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“…There seen no significant differences between hospitals in this dimension (P> 0.05). Other studies have also found that the existence of a proactive and learning culture within hospitals has the highest correlation with successful CG implementation (25,33,34). Overall, studied hospitals were evaluated "weak to average" for CG implementation.…”

Section: Cg= Clinical Governancementioning

confidence: 97%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

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Background: Quality of health services is one of the most important factors for delivery of these services. Regarding the importance and vital role of quality in the health sector, a concept known as "Clinical Governance" (CG) has been introduced into the health area which aims to enhance quality of health services. Thus, this study aimed to assess private and public hospitals' readiness to implement CG in Iran. Methods: This descriptive and cross-sectional study was carried out in 2012. Four hundred thirty participants including doctors, nurses, diagnostic departments personnel, and support staff were chosen randomly from four hospitals (equally divided into private and public hospitals). Clinical Governance Climate Questionnaire (CGCQ) was used for data collection. Finally, data were entered into the SPSS 18 and were analyzed using statistical methods. Results: Among the CG dimensions, "organizational learning" and "planned and integrated quality improvement program" scored the highest and the lowest respectively for both types of hospitals. Hospitals demonstrated the worst condition with regard to the latter dimension. Furthermore, both types of hospitals had positive picture regarding "training and development opportunities". Private hospitals scored better than public ones in all dimensions but there was only a significant difference in "proactive risk management" dimension between both types of hospitals (P< 0.05). Conclusion: Hospitals' readiness for CG implementation was "average or weak". In order to implement CG successfully, it is essential to have a quality-centered culture, a culture specified by less paperwork, more selfsufficiency, and flexibility in hospitals' affairs as well as centring on shared vision and goals with an emphasis on continuous improvement and innovation.

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Section: Cg= Clinical Governancementioning

confidence: 97%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

View full text Add to dashboard Cite

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“…This finding is of real concern not only because patients of health professionals that work well together suffer lower mortality rates [46] but that the positive impact of such a culture on teamwork and healthcare effectiveness [10] may have been underrealised in the study setting. This is an aspect of the practice environment that needs to be actively and skillfully addressed by professional leaders of health care teams in the organization.…”

Section: Discussionmentioning

confidence: 96%

“…Such an orientation is resistant to challenging taken-for-granted assumptions and avoids risky or uncertain outcomes, in deference to action that will meet urgent tasks, targets, and deadlines [6], an approach that has been referred to as the hamster wheel of busyness [7]. A contrasting, intrinsic perspective, in which organisations adopt an approach to learning that values the holistic development and personal agency [8] of nurses, is foundational to tackling wicked problems, makes a valuable impact on tame problems, and supports transformational change [6,[9][10][11].…”

Section: Advances In Nursingmentioning

confidence: 99%

The Power of Synergy: An Academic/Clinical Partnership for Transformational Change

McKillop

Atherfold

Lees

2014

Advances in Nursing

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Background. A programme of postgraduate study was developed in partnership between a health board and a university in New Zealand, having identified critical thinking and practice change as key determinants of good care delivery. Aim. To explore the impact after 12 months of a postgraduate programme for registered nurses on patient assessment and clinical reasoning, and the status of implementation plans for improved patient care. Design. Outcome evaluation using a survey and focus groups. Setting. On location at a hospital in a small city in New Zealand that provides healthcare services for 102,000 people across rural and urban areas. Participants. Registered nurses who had completed the programme (N = 28) and seven clinical mentors. Methods. A survey, focus groups, and follow-up data about quality improvement projects were used to explore how the programme was experienced and its impact. Results. The survey revealed perceptions of improved knowledge and skills but a lack of confidence in communicating with medical staff. Of 28 quality improvement projects planned, all but three had been implemented and were still in use. Two themes were generated from focus group data: "new ways of thinking" and "doing things differently. " Conclusions. This academic/clinical partnership positively influenced nurses' knowledge and skills, encouraged critical thinking and self-efficacy, and resulted in the sustained implementation of nurse-initiated projects intended to improve patient care.

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“…Of most significance has been our increased understanding of key concepts underpinning PD work irrespective of the methodological perspective being adopted. For example, workplace culture (Manley, 2004), person-centredness (Titchen, 2000b;Dewing, 2004;McCormack, 2004;Nolan et al, 2004), practice context , evidence (Rycroft-Malone et al, 2003), values (Manley, 2001;Wilson, 2005;Wilson et al, 2005) and approaches to action learning for sustainable practice (Hockley et al, Critical creativity 243 2004). A number of researchers have explored the meaning of PD through conceptual analysis (Unsworth, 2000;Garbett & McCormack, 2002, action inquiry (Manley, 1997a;Binnie & Titchen, 1999;Clarke & Wilcockson, 2001;Gerrish, 2001;Clarke et al, 2004) and evaluation (Tolson, 1999;McCormack et al, 2004;Wilson & McCormack, 2006).…”

Section: Philosophical and Theoretical Critiquementioning

confidence: 98%