Froukje C Weidema1, A C Bert Molewijk2, Frans Kamsteeg3, Guy A M Widdershoven2. 1. VUmc, Department of Medical Humanities, Amsterdam/GGNet Engelbert Kreijnck Centre, Warnsveld, The Netherlands. 2. VUmc, Department of Medical Humanities, Amsterdam, The Netherlands. 3. GGNet Engelbert Kreijnck Centre, Warnsveld, The Netherlands.
Abstract
AIMS: Providing management insights regarding moral case deliberation (MCD) from the experiential perspective of nursing managers. BACKGROUND: MCD concerns systematic group-wise reflection on ethical issues. Attention to implementing MCD in health care is increasing, and managers' experiences regarding facilitating MCD's implementation have not yet been studied. METHOD: As part of an empirical qualitative study on implementing MCD in mental health care, a responsive evaluation design was used. Using former research findings (iterative procedures), a managers' focus group was organised. RESULTS: Managers appreciated MCD, fostering nurses' empowerment and critical reflection - according to managers, professional core competences. Managers found MCD a challenging intervention, resulting in dilemmas due to MCD's confidential and egalitarian nature. Managers value MCD's process-related outcomes, yet these are difficult to control/regulate. CONCLUSIONS: MCD urges managers to reflect on their role and (hierarchical) position both within MCD and in the nursing team. IMPLICATIONS FOR NURSING MANAGEMENT: MCD is in line with transformative and participatory management, fostering dialogical interaction between management and nursing team.
AIMS: Providing management insights regarding moral case deliberation (MCD) from the experiential perspective of nursing managers. BACKGROUND:MCD concerns systematic group-wise reflection on ethical issues. Attention to implementing MCD in health care is increasing, and managers' experiences regarding facilitating MCD's implementation have not yet been studied. METHOD: As part of an empirical qualitative study on implementing MCD in mental health care, a responsive evaluation design was used. Using former research findings (iterative procedures), a managers' focus group was organised. RESULTS: Managers appreciated MCD, fostering nurses' empowerment and critical reflection - according to managers, professional core competences. Managers found MCD a challenging intervention, resulting in dilemmas due to MCD's confidential and egalitarian nature. Managers value MCD's process-related outcomes, yet these are difficult to control/regulate. CONCLUSIONS:MCD urges managers to reflect on their role and (hierarchical) position both within MCD and in the nursing team. IMPLICATIONS FOR NURSING MANAGEMENT: MCD is in line with transformative and participatory management, fostering dialogical interaction between management and nursing team.