Read “Shared Governance: The Role of Buy-in in Bringing About Change” by Matthew French-Bravo and Gregory Crow
Discuss your thoughts regarding the article- Have you had work experience with a change in process?
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Describe if you as an employee participated in how that change occurred.
Did all of the employees “buy in” to the change?
As a registered nurse (RN) I believe French-Bravo and Crow’s (2015) idea of the role of buy-ins in the health sector is accurate, especially its ability to influence shared governance, employee commitment, and general productivity. I agree with the two authors that buy-in is an extraordinary professional and personal vow or dedication to engaging in a task, initiative, or process enthusiastically. Without buy-in in an organization, workers are likely to disengage and tend to be less cooperative in executing the mission and committing to organizational initiatives. I also concur with the two researchers that nurses often tend to consider specific prerequisites or conditions before buying-in to any action or proposal, including shared governance. One such important buy-in consideration is the measurement of buy-ins and things that precede the act. Besides, psychological states significantly determine an employee’s willingness to participate in buy-ins. They must perceive the initiative as meaningful, must have concrete knowledge of the outcome of their effort, and must see the potential of being offered autonomy.
My most memorable experience of buy-ins in the nursing sectors was immediately after my first posting in a local hospital. The organization was introducing a modern health information system aimed at doing away with the traditional paper-based patient recording system. The new model was purely electronic, and all patient data was recorded and accessed through computers. I fully participated in the exercise because it was fast, innovative, time-saving, efficient, and easy to use compared to the problematic previous paper-based system. A considerable number of workers bought in the new idea while others distanced from the concept. The few that objected argued that the organization never invested time in teaching them the operability, skill and knowledge requirement, and benefits of the new system, which I also believe was critical.
Myers et al. (2013) on the use of shared governance to assess the implementation of a new model of care
According to Myers et al. (2013), maintaining change in the habits and behaviors of skilled nurses is a challenging endeavor, even when such changes are evidence-based. One such model organizations can use to sustain change, foster partnership, ownership, accountability, and equity is partnering or collaborating with an actively shared governance framework to communicate the change and create a feedback system. The authors, therefore, link transitions in care models to change management, evidence-based practice, and shared governance. The researchers, in their article, describe an innovative staff-powered technique embraced by nurses as part of the shared governance performance improvement arrangement to identify the best mechanisms and assess the implementation of the clinical research nursing (CRN) program. CRN was an evidence-based program recognized by the NIH Clinical Center, 240-bed ambulatory care and research hospital. Some of the evidence-based activities the committee identified and integrated into the shared governance model include assessment of the new project, the focus of the work, time frame, planning, implementation, and evaluation.
Aiken, Havens, & Sloane’s (2009) article on "The Magnet Nursing Services Recognition Program."
Aiken, Havens, & Sloane (2009) contend that the magnet recognition program established by the American Nurses Association (ANA) in 1996, via the American Nurses Credentialing Center (ANCC), is one of the most revered approaches today used to recognize and reward excellence in the nursing practice. The program primarily identifies the types of hospitals that retain and attract nurses and those features shared by these successful care centers. These organizations are often branded as “magnet hospitals.” These ANCC-accredited programs are successful in designing nurse-favorable environments, which is critical in retaining staff members. Aiken, Havens, & Sloane discovered that such magnet hospitals had higher levels of employee satisfaction, lower burnout rates, and offered quality care.
References
Aiken, L. H., Havens, D. S., & Sloane, D. M. (2009). The Magnet Nursing Services Recognition Program: A comparison of two groups of Magnet Hospitals. The Journal of Nursing Administration, 39 , 5-14. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4452009/
French-Bravo, M., Crow, G. (2015). Share governance: The role of buy-in in bringing about change. The Online Journal of Issues in Nursing, 20 (2). Retrieved from http://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol-20-2015/No2-May-2015/Articles-Previous-Topics/Role-of-Buy-In-In-Change.html
Myers, M., et al. (2013). Using a shared governance structure to evaluate the implementation of a new model of care: The shared experience of a performance improvement committee. The Journal of Nursing Administration, 43 (10), 509-516. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4190061/
