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Unit 4 power and politics in nursing.pptx
- 1. • Power and politicsin Nursing by Hamayoon Khan
- 2. Objectives At the endof this unit the Learners will be able to : At the end of this unit the learners will be able to: Define politics, power. Discuss the different sources of power. Describe reasons why nurses should know the political strategies. Describe ways how power can be used constructively for professional purposes.
- 3. Power • Power isthe potential ability to influence others (Hersey, 2011). • People have power they don’t use and may not know they possess • Power requires one person’s perception of dependence on another person • In this unit learners will get an opportunity to understand that how power and political actions influence the environment in which we live
- 4. Politics • This termis generally applied to the art or science of running governmental or state affairs, including behavior within civil governments, but also applies to institutions, fields, and special interest groups such as the corporate, academic, and religious segments of society. It consists of "social relations involving authority or power" and to the methods and tactics used to formulate and apply policy.
- 5. Sources of power •In 1959, French and Raven introduced the concept of five sources of power within an organization: reward, legitimate, coercive,referent, and expert. Although French and Raven were referring to sources of power within an organization, the concepts are easily applicable to politics. There may be overlap among the sources of power where two or more sources are combined to achieve one’ s goal.
- 6. 1. Reward poweris based on the inducements the manager can offer group members in exchange for cooperation and contributions that advance the manager’s objectives. The degree of compliance depends on how much the follower values the expected benefits. For example, a nurse manager may grant paid educational leave as a way of rewarding a staff nurse who agreed to work overtime. Reward power often is used in relation to a manager’s formal job responsibilities. .
- 7. 2. Coercive poweris based on the penalties a manager might impose on an individual or a group. Motivation to comply is based on fear of punishment (coercive power) or withholding of rewards. For example, the nurse manager might make undesirable job assignments, mete o a formal reprimand, or recommend termination for a nurse who engages in disruptive behavior. Coercion is used in relation to a manager’s perceived authority to determine employment status.
- 8. 3. Legitimate powerstems from the manager’s right to make a request because of the authority associated with job and rank in an organizational hierarchy. Followers comply because they accept a manager’s prerogative to impose requirements, sanctions, and rewards in keeping with the organization’s mission and aims. For instance, staff nurses will comply with a nurse manager’s directive to take time off without pay when the workload has dropped below projected levels because they know that the manager is charged with maintaining unit expenses within budget limitations.
- 9. 4. Expert poweris based on possession of unique skills, knowledge, and competence. Nurse managers, by virtue of experience and advanced education, are often the best qualified to determine what to do in a given situation. Employees are motivated to comply because they respect the manager’s expertise. Expert power relates to the development of personal abilities through education and experience. Newly graduated nurses might ask the nurse manager for advice in learning clinical procedures or how to resolve conflicts with coworkers or other health professionals.
- 10. 5. Referent poweris based on admiration and respect for an individual. Followers comply because they like and identify with the manager. Referent power relates to the manager’s likeability and success. For example, a new graduate might ask the advice of a more experienced and admired nurse about career planning.
- 11. 6. Information poweris based on access to valued data. Followers comply because they want the information for their own needs. Information power depends on a manager’s organizational position, connections, and communication skills. For example, the nurse manager is frequently privy to information about pending organizational changes that affect employees’ work situations. A nurse manager may exercise information power by sharing significant information at staff meetings, thereby improving attendance
- 12. 7. Connection poweris based on an individual’s formal and informal links to influential or prestigious persons within and outside an area or organization. Followers comply because they want to be linked to influential individuals. Connection power also relates to the status and visibility of the individual as well. If, for example, a nurse manager is a neighbor of an organization’s board member, followers may believe that connection will protect or advance their work situation.
- 13. Power Empowerment Empowerment cantake many forms and can be either a process or an outcome. It can arise from one’ s own psyche where there is a belief in one s ability to be empowered. Empowerment can arise from the work environment where leaders help others acquire and use the power needed to make decisions that affect them and their work.Empowerment reduces disparities between supervisors and sub-ordinates. Power in a relationship ranges from complete domination of the group by the person in power, whose decisions are imposed, to a high degree of empowerment in which there is delegation, with followers given the authority to make decisions. Among the first to write about empowerment in nursing was Chandler, who said that the degree of empowerment depends on whether the power is parceled out by those in charge or arises from the building of relationships.
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- 15. Reasons for knowingpower in nursing • knowing power in nursing is essential for effective advocacy, leadership, collaboration, and ethical practice. It enables nurses to navigate complex healthcare environments, promote patient-centered care, and contribute to the overall improvement of the healthcare system. By understanding and leveraging power, nurses can play a pivotal role in shaping health outcomes for their patients and communities.
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- 17. Politics • Politics asa term is generally applied to the art or science of running governmental or state affairs, including behavior within civil governments, but also applies to institutions, fields, and special interest groups such as the corporate, academic, and religious segments of society. It consists of "social relations involving authority or power" and to the methods and tactics used to formulate and apply policy.
- 18. Organizational Politics: • OrganizationalPolitics: “Involves intentional acts of influence to enhance or protect the self-interest of individuals or groups.” • Organizational politics is an inescapable and intrinsic reality.
- 19. Organizational Politics • Attemptsto influence others using discretionary behaviours to promote personal objectives • Discretionary behaviours — neither explicitly prescribed nor prohibited • Politics may be good or bad for the organization
- 20. • Examples ofNurses Engaged in Political Action • The honorable Albinia Brodrick was a nurse in England and Ireland who campaigned for state registration of nurses under a self governing board of nursing. She argued, “T he day is past when the medical profession ‐ can legislate for the sister profession of nursing.It is to our own profession alone that we owe allegiance, and by our own profession we intend to be governed ”, The campaign,fought for decades, was finally successful when the Nurses Registration Act was passed in Ireland on December 23, 1919. She advocated for education about venereal disease and for equal pay for equal work, continuing her efforts to improve a lot of women throughout her life. • Louise Steffen was a public health nurse in Barron County, Wisconsin, in 1940. Facing rural poverty, lack of education for women and children, disappearing public funds, and resistance from physicians, Steffen worked to educate county officials about the importance of public health. She led in the development of child health centers and public health exhibits at the County Fair, eventually becoming a member of the local Community Council, which was a lay agency that supported the county nursing service. She prepared a report for the County Board of Supervisors about the great needs in the county. When her report was ignored, she left and was succeeded by Hazel Nordley, who continued Steffen’ s fight. Both Steffen and Nordley documented their work and gathered data for their reports.Nordley adopted a more inclusive approach to working with county officials and succeeded in having the county appropriate funds for an official county nurse position in Barron County. This breakthrough opened the door for nurses in other counties in the state to fund a similar position, leading to a more robust public health service.
- 21. Nurses and politics •Nursing is the largest health profession in the world. Nurses comprise 60% to 80% of the global health system workforce and provide 90% of all health care services. By its size, nursing would have enormous power if it only were to speak with one voice. Too often, we fight within our own profession, leaving governments and leaders unclear about what direction the profes-sion wants to take and therefore giving others the power to make that decision.
- 22. Acknowledgments • Mr Hidayatkhan Lecturer INS KMU • Effective leadership and management, Eighth edition
- 23. References MacDonald JA, EdwardsN, Davies B, Marck P, Guernsey JR Priority setting and policy advoc acy by nursing associations: a scoping review and implications using a socio ecological whole systems lens. Health Policy . 2012;107:31 43. ‐ ‐ https://doi.org/ American Nurses Association. APRN Consensus Model. Silver Springs MD: American Nurses Association; 2015. http://www.nursingworld. org/consensusmodel Carole Eldridge DNP, RN, CNE, NEA B C Susan L. Groenwald PhD, RN, ‐ ANEF, FAAN DOI: 10.1111/nuf.12377
- 24. • Florence Nightingaleis famous for her work in using statistics to improve the health of soldiers in the Crimean War. 37 Referred to by one biographer as “ the passionate statistician ” , 38 (p. 428),Nightingale created a standard list of diseases with classifications and a set of statistical forms to use in hospitals. She persuaded hospitals in London to adopt her forms, and the data she collected there and in her work during the war became the basis for published papers and eventually for legislative change regarding environmental standards for the care of people in hospitals and on the battlefield. Her work as a sta tistician is a crucial part of her accomplishments as the founder of modern nursing; without data to support her arguments, her advocacy for health care improve-ments would probably have floundered against the barriers created by the male ‐ dominated military, medical, and political structures of the times.
- 25. Policy agenda‐ setting •Data help legislators and policymakers acknowledge that a problem exists and determine whether the problem is of interest to the public or community. Data required in policy agenda setting may include ‐ evidence as to the magnitude of the problem, the importance of the problem to the public, or causes of the problem. Data may come from many sources, such as researchers, professional organizations, and special interest groups. These potentially competing groups develop ‐ strategies to influence decision making because those who have power ‐ and influence determine whether an issue is placed on the legislative agenda.
- 26. • Research isan important mechanism for building and presenting persuasive policy positions. Well designed, statistically significant,and relevant research can be key to gaining support for legislative agenda‐ setting. When issues are simple, it might be possible to identify causal factors by controlling variables and through metho-dological rigor.
- 27. Evaluation • Evaluation ofa policy requires the development of monitoring mechanisms and ongoing assessment and reporting of actual vs expected results.
- 28. • There areseveral ways that nurses can engage in political advocacy to fulfill their professional obligations. These opportunities range in required knowledge and skills but build on each other to empower any nurse to grow from political novice to global change agent.
- 29. • A simpleway to begin political advocacy is for nurses to reach out to their home district elected officials with an offer to serve as a resource on issues ‐ of health care and nursing. It is particularly helpful if the nurse raises issues of potential interest to the official in the introductory communication, such as a shortage of nurses in the area,the number of uninsured people in the region, or the unique health care needs of the community. Elected officials welcome the opportunity to develop a network of expert constituents they can call on as needed. By making oneself available to elected officials,finding out what issues are important to them and what information they need in decision making, and being a reliable source of data,nurses can become ‐ trusted advisors and partners with elected officials about issues of shared interest.
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