Jörgen Andreasson1,2, Andrea Eriksson2, Lotta Dellve1,2. 1. University of Borås, Faculty of Caring Science, Work life and Social Welfare, Stockholm, Sweden. 2. Unit of Ergonomics, School of Technology and Health, KTH Royal Institute of Technology, Stockholm, Sweden.
Abstract
AIM: To develop a deeper understanding of health-care managers' views on and approaches to the implementation of models for improving care processes. BACKGROUND: In health care, there are difficulties in implementing models for improving care processes that have been decided on by upper management. Leadership approaches to this implementation can affect the outcome. METHOD: In-depth interviews with first- and second-line managers in Swedish hospitals were conducted and analysed using grounded theory. RESULTS: 'Coaching for participation' emerged as a central theme for managers in handling top-down initiated process development. The vertical approach in this coaching addresses how managers attempt to sustain unit integrity through adapting and translating orders from top management. The horizontal approach in the coaching refers to managers' strategies for motivating and engaging their employees in implementation work. CONCLUSION AND IMPLICATIONS FOR NURSING MANAGEMENT: Implementation models for improving care processes require a coaching leadership built on close manager-employee interaction, mindfulness regarding the pace of change at the unit level, managers with the competence to share responsibility with their teams and engaged employees with the competence to share responsibility for improving the care processes, and organisational structures that support process-oriented work. Implications for nursing management are the importance of giving nurse managers knowledge of change management.
AIM: To develop a deeper understanding of health-care managers' views on and approaches to the implementation of models for improving care processes. BACKGROUND: In health care, there are difficulties in implementing models for improving care processes that have been decided on by upper management. Leadership approaches to this implementation can affect the outcome. METHOD: In-depth interviews with first- and second-line managers in Swedish hospitals were conducted and analysed using grounded theory. RESULTS: 'Coaching for participation' emerged as a central theme for managers in handling top-down initiated process development. The vertical approach in this coaching addresses how managers attempt to sustain unit integrity through adapting and translating orders from top management. The horizontal approach in the coaching refers to managers' strategies for motivating and engaging their employees in implementation work. CONCLUSION AND IMPLICATIONS FOR NURSING MANAGEMENT: Implementation models for improving care processes require a coaching leadership built on close manager-employee interaction, mindfulness regarding the pace of change at the unit level, managers with the competence to share responsibility with their teams and engaged employees with the competence to share responsibility for improving the care processes, and organisational structures that support process-oriented work. Implications for nursing management are the importance of giving nurse managers knowledge of change management.
Authors: María Elisa Moreno-Fergusson; William Javier Guerrero Rueda; Germán A Ortiz Basto; Indira Alba Lucia Arevalo Sandoval; Beatriz Sanchez-Herrera Journal: J Nurs Scholarsh Date: 2021-10-19 Impact factor: 3.928
Authors: Magnus Akerstrom; Linda Corin; Jonathan Severin; Ingibjörg H Jonsdottir; Lisa Björk Journal: Int J Environ Res Public Health Date: 2021-02-16 Impact factor: 3.390
Authors: Jonathan Severin; Lisa Björk; Linda Corin; Ingibjörg H Jonsdottir; Magnus Akerstrom Journal: Int J Environ Res Public Health Date: 2021-02-12 Impact factor: 3.390