Kirsten Corazzini1, Jack Twersky2, Heidi K White3, Gwendolen T Buhr3, Eleanor S McConnell3, Madeline Weiner4, Cathleen S Colón-Emeric2. 1. Center for the Study of Aging and Human Development, Duke University School of Medicine, Durham, North Carolina. Duke University School of Nursing, Durham, North Carolina. kirsten.corazzini@duke.edu. 2. Center for the Study of Aging and Human Development, Duke University School of Medicine, Durham, North Carolina. Geriatric Research Education and Clinical Center, Durham Veterans Affairs Medical Center, Durham, North Carolina. 3. Center for the Study of Aging and Human Development, Duke University School of Medicine, Durham, North Carolina. 4. Geriatric Research Education and Clinical Center, Durham Veterans Affairs Medical Center, Durham, North Carolina.
Abstract
PURPOSE OF THE STUDY: To describe key adaptive challenges and leadership behaviors to implement culture change for person-directed care. DESIGN AND METHODS: The study design was a qualitative, observational study of nursing home staff perceptions of the implementation of culture change in each of 3 nursing homes. We conducted 7 focus groups of licensed and unlicensed nursing staff, medical care providers, and administrators. Questions explored perceptions of facilitators and barriers to culture change. Using a template organizing style of analysis with immersion/crystallization, themes of barriers and facilitators were coded for adaptive challenges and leadership. RESULTS: Six key themes emerged, including relationships, standards and expectations, motivation and vision, workload, respect of personhood, and physical environment. Within each theme, participants identified barriers that were adaptive challenges and facilitators that were examples of adaptive leadership. Commonly identified challenges were how to provide person-directed care in the context of extant rules or policies or how to develop staff motivated to provide person-directed care. IMPLICATIONS: Implementing culture change requires the recognition of adaptive challenges for which there are no technical solutions, but which require reframing of norms and expectations, and the development of novel and flexible solutions. Managers and administrators seeking to implement person-directed care will need to consider the role of adaptive leadership to address these adaptive challenges.
PURPOSE OF THE STUDY: To describe key adaptive challenges and leadership behaviors to implement culture change for person-directed care. DESIGN AND METHODS: The study design was a qualitative, observational study of nursing home staff perceptions of the implementation of culture change in each of 3 nursing homes. We conducted 7 focus groups of licensed and unlicensed nursing staff, medical care providers, and administrators. Questions explored perceptions of facilitators and barriers to culture change. Using a template organizing style of analysis with immersion/crystallization, themes of barriers and facilitators were coded for adaptive challenges and leadership. RESULTS: Six key themes emerged, including relationships, standards and expectations, motivation and vision, workload, respect of personhood, and physical environment. Within each theme, participants identified barriers that were adaptive challenges and facilitators that were examples of adaptive leadership. Commonly identified challenges were how to provide person-directed care in the context of extant rules or policies or how to develop staff motivated to provide person-directed care. IMPLICATIONS: Implementing culture change requires the recognition of adaptive challenges for which there are no technical solutions, but which require reframing of norms and expectations, and the development of novel and flexible solutions. Managers and administrators seeking to implement person-directed care will need to consider the role of adaptive leadership to address these adaptive challenges.
Authors: Cathleen S Colón-Emeric; Deborah Lekan-Rutledge; Queen Utley-Smith; Natalie Ammarell; Donald Bailey; Mary L Piven; Kirsten Corazzini; Ruth A Anderson Journal: Health Care Manage Rev Date: 2006 Oct-Dec
Authors: Donald E Bailey; Sharron L Docherty; Judith A Adams; Dana L Carthron; Kirsten Corazzini; Jennifer R Day; Elizabeth Neglia; Marcus Thygeson; Ruth A Anderson Journal: J Healthc Leadersh Date: 2012-08
Authors: Donald E Bailey; Sharron L Docherty; Judith A Adams; Dana L Carthron; Kirsten Corazzini; Jennifer R Day; Elizabeth Neglia; Marcus Thygeson; Ruth A Anderson Journal: J Healthc Leadersh Date: 2012-08
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