1. References
Resource Management
Time
 one common compliant among health care providers is that
there is no time and it is often cited as a reason for not
improving the quality of a system
 Prioritizing tasks helps create time
 Delegation of tasks using already formed relationships with
other health care providers
 Breaking the project into small achievable goals
Cost
 Contained by breaking the project into small achievable
changes
Population Impacted by Change
Communication
Change Process
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engagement as a mediator between ward service climate and patient-
centered care. Journal of Advanced Nursing, 68(6), 1276-1287.
doi:10.1111/j.1365-2648.2011. 05834.x
2. Google pictures. Retrieved from https://www.google.com/images
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for improvement. Retrieved from
http://www.ihi.org/education/ihiopenschool/Pages/default.aspx
4. Keyko, K. (2014). Work engagement in nursing practice: A relational ethics
perspective. Nursing Ethics, 21(8), 879-889.
doi:10.1177/0969733014523167
5. Lynda.com (2013). Managing your time. Available from
http://www.lynda.com/Business-Skills-
tutorials/Conclusion/143455/145309-4.html
6. Marquis B.L., & Huston, C.J. (2015). Leadership Roles and Management
Functions in Nursing: Theory & Application. Philadelphia, PA: Wolters Kluwer
Health.
.
Justification for Change
Introduction
 The largest population of healthcare providers are the
nurses and they do spend considerable amount of
time with the patients. They are in the frontline
providing care to patients and so they are in a position
to know what helping or preventing them from
practicing nursing effectively.
 They should be able to participate in policy
development, participate in organizations committees,
have a say on how they should practice and their input
incorporated in decisions geared improving patient
cares and work environment.
 By employing Kurt Lewin’s change theory, we can be
able to improve nurses’ involvement which has shown
to be beneficial to patients, nurses and the health care
organizations
 The change theory has three stages which include the
unfreezing stage, movement stage and the refreezing
stage
 The change process is then tested using the plan, do,
study and act (PDSA) process to determine if it is
improving
Context of Change
 The change is to occur in a nursing home
 Its location is in the suburban area that is well
diversified in terms of race and ethnicity
 It has four units, the assisted living unit, long-term
care unit, transitional care unit (TCU) and the
memory care unit
 Each unit has a unit nurse manager
 For every shift there is a nurse supervisor that
oversees all the units
 Each unit has one staff nurse per shift
 Patient population is about 300
Improving Nurses’ Involvement in Decision Making
Veronicah Chweya, RN.
Nursing 412: Leadership and Management Principles for RNs, University of Minnesota, Mankato
Nurses: Nurse manager, nurse supervisors and staff nurses
Patients and their families
Administration and management
Non-nursing personnel
Initiated first on one unit and then when
normalized it will be spread to other units
Nurses’ empowerment programs that help them be
prepared to be involved in decision-making
oEducation and training sessions
oStaff meetings
oManagement and staff meetings
Outcomes to be measured include
oNurses’ job satisfaction
oNurses’ retention
oPatient outcomes: falls, hospital acquired
infections and medication errors
oFinancial cost
 Current communication system used is top-
down approach
 Employees’ feedback on processes not well
developed
 Quantum leadership style should be used to
ensure all involved work together for a
common goal
 There also need of increased interaction
between the leaders and the staff- relational
ethics approach is therefore crucial
Currently:
 Employees’ job dissatisfaction
 Poor retention rates
 Lack of good communication and interactions with
the upper level leaders
 Not having opportunities to advance
 Facility incurring high financial burden
After change
 High job satisfaction
 Increased productivity
 Increased nurse’ retention
 Improved patient outcomes
Conclusion
Work engaged nurses feel valued and important; they are satisfied
with their jobs, and this leads to increased organization productivity
due to employees’ retention and reduction in financial cost.
There is also improved patient outcomes as nurses are committed in
providing the best quality care possible
Adaptive organizations should systematically implement worker
involvement and decision-making processes in order to be more
productive, resulting in engaged employees and excellent patient
outcomes (Bogaert, Peremans, Diltour, Heusden, Dilles, Rompaey &
Havens, 2016).
Conclusion
Special Thanks to:
Dr. Laura Schwarz, DNP, RN, CNE