Communication

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Chamberlain College of Nursing NR-531 Nursing Leadership in Healthcare Organization
Communication (graded)
As the nurse administrator for SLMC, you know that inter-professional collaboration is needed to deliver effective patient care. Discuss methods you will incorporate to support and foster these relationships within your organization. Explain your rationale.
Reference
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application.(8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Chapter 12: Organizational Structure (Review)
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
Chapter 7: Organizational Structure and Analysis, pp.270285
Chapter 22: Magnetism: Exemplary Nursing Excellence
Article
Morrow, M. (2015). Can different leadership models work concurrently in an organization? Illuminations, 24(1): 4-6. Link to article
American Nurses Credentialing Center (ANCC). (n.d.). Magnet recognition program overview.Retrieved from http://nursecredentialing.org/Magnet/ProgramOverview
Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia: Lippincott Williams & Wilkins.
Reinhold, R. (2006). Cognitive style inventory. Retrieved from http://www.personalitypathways.com/type_inventory.html
Roussel, L. (2013). Management and leadership for nurse administrators. (6th ed.). Boston: Jones & Bartlett Learning.
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Magnet Model
As we begin this weeks lesson, it is important to reflect upon variations of organizational structure and culture from our previous lessons.
The Magnet Recognition Program, developed by the American Nurses Credentialing Center (ANCC), measures and recognizes healthcare organizations for high-quality patient care and nursing excellence utilizing evidence-based nursing practice (ANCC, n.d.). Magnet designation means an agency is considered by consumers to provide high-quality nursing care. In addition, agencies with this designation have been generally successful in recruiting and retaining high-quality nursing staff and utilizing evidence-based practice. Furthermore, this Magnet designation supports the American Nurses Association (ANA) scope and standards of practice for nurse administrators.
It is not an easy task to obtain Magnet recognition and continue to follow this model of practice (Marquis & Huston, 2015). Within the Magnet model are five key areas that must be addressed. These include transformational leadership, structural empowerment, exemplary professional practice, new knowledge, innovations and improvements, and empirical outcomes (Roussel, 2013). There are specific criteria for hospitals to achieve to be awarded Magnet hospital designation. Please see below for a review of these forces.
Shared Governance
What Is Shared Governance?
Shared governance is an organizational structure that was viewed as innovative in the 1980s. As the term describes, shared governance involves sharing the governance of an organization among all members of the team, such as nurses, physicians, management, and so forth. This structure provides nurses more autonomy and control over their nursing practice by being accountable for that practice (Marquis & Huston, 2015).
Many organizations have aspired to adopt a shared-governance model but have struggled due to the many changes that are involved to fully adopt this model. The shared-governance model typically incorporates various nursing councils with a specific focus, which will ultimately benefit the overall organization.
Figure 12.5 in your Marquis & Huston (2015) textbook provides a sample of one nursing council structure.
It can be challenging for nurse leaders to provide the commitment, understanding, and recognition of the hard work needed to achieve this model fully. Relationships, reporting structure, and work assignments, to name a few, are changed from the traditional model to which most organizations are accustomed. Oftentimes, organizations may give up before the full capability and functionality of the shared governance model are realized.
Some organizations have found it beneficial to employ a Magnet coordinator or a designated person to facilitate and have oversight of preparing the Magnet document for submission. This role can also include necessary training required for staff, collecting data, communication with various teams, and oversight and participation in committee work. Generally, it takes years to prepare the organization to embrace the Magnet culture and to submit the required documentation with all the needed information.
Organizational Communication
Within any healthcare environment, high-quality nursing leadership and effective communication between all parties is essential. As the nurse executive, recognizing a need for change, communicating your vision, developing commitment and trust, and communicating the intent to seek Magnet recognition or maintain your current Magnet designation involves communication from all parties throughout the organization. Empowering employees to be part of the communication and decision-making process is integral to a shared governance or Magnet model philosophy and supports a participative management style. Communication within the councils and sharing of information within units is vital so all are hearing the same consistent message. In addition, elements of communication are utilized for daily problem solving and decision making. The nurse executive sets the tone for the communication climate and nature of communication within an organization.
Cognitive and Personality Style
Cognitive-Style Inventory and Nurse Leadership
As we continue to develop our leadership skills, it is helpful to reflect on our individual talents, skills, strengths, and areas of opportunity. Last week, we discovered our learning style; this week, we will discover our cognitive and personality style. The Myers-Briggs is commonly utilized by management to assist leaders in discovering ways to enhance teamwork, communication, and cooperation. Understanding ones mental process and orientation may assist with your leadership style. There is generally a charge for the Myers-Briggs, and it can be purchased online. The Myers-Briggs has been utilized in many settings and involves reflection of your mental process; specifically, how you perceive (sensing and intuition) and make judgments (think and feel). In addition, the mental orientation includes one energy orientation, which includes introversion or extroversion.
The cognitive-style inventory is not a substitute for the Myers-Briggs typology, and there are no right or wrong answers. It is a personal inventory for you, as a nurse leader, to reflect upon the results. Access the following link to review the most recent version of the cognitive style inventory at the bottom of the page (Reinhold, 2006): http://www.personalitypathways.com/type_inventory.html.
Summary
This week, we started our exploration by reviewing the Magnet model and understanding the importance of the shared governance model. We also completed a self-review of our individual cognitive style. Next week, we will discuss theory utilization in management.
St. Louis Medical Center (SLMC)

Mission
SLMC is dedicated to providing access to quality healthcare in a supportive and caring environment with an unyielding devotion to excellence, safety, and an unequaled passion and commitment to ensure outstanding healthcare that optimizes the quality of life for those we serve.

Vision
SLMC will be a national leader for excellence and innovation in developing and delivering the highest quality of the next generation of consumer-driven healthcare; focus on our patients as individuals and provide healthcare experiences that are tailored and personalized to meet their physical, psychosocial, emotional, and spiritual needs.