The Power of Shared Decision Making
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- Emil Hubbard
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1 The Power of Shared Decision Making
2 What is Shared Decision Making Point of Service Decision Making - where staff who perform the work participate in decision making affecting their environment A 30 year old decision making model meant to give equal voice to nurses A decentralized style of management that creates an environment of empowerment
3 Shared Decision Making A Journey Not a Destination We TO They
4 Why Shared Decision Making Essential to achieving the best patient outcomes by giving nurses control of their practice they know best! Recognizes the power already present in a role and allows that power to be expressed legitimately Builds autonomy into the profession
5 Shared Decision Making The Process A dynamic process that is centered on 4 critical principles of fully empowered organizations: Partnership Accountability Equity Ownership
6 Operational Definitions Partnership nursing staff and leadership work together at the unit and system level to move practice forward and achieve the best outcomes Accountability - staff and managers share ownership for the outcomes of our work and are answerable to our colleagues, the institution and the community we serve
7 Operational Definitions Equity Integrating roles to achieve outcomes; everyone contributes within the scope of their role as part of the team Ownership Everyone must realize that success is linked to how well they do their jobs
8 Shared Decision Making Our Model Professional Advancement Council Administrative Council Safety First Coordinating Quality & Safety Council Council Unit Great Place to Work Professional Nurse Council Patient Family Community Research & Evidence Based Nursing Practice Council Clinical Excellence Councils Coordinating Education Council Council Think of yourself as a Patient APN Council Financial Strength Research Council
9 CCHS Shared Decision Making Councils Quality & Safety Council Research & Evidence Based Nursing Practice Council Education Council Professional Nurse Council Coordinating Council
10 Education Council Collaborates with unit and system councils to identify educational needs, develop educational priorities with appropriate time lines and determine resources for all education impacting the Department of Patient Care Services Disseminates approved educational strategies to unit leaders and support staff Develops and maintains a communication network between unit and systems councils
11 Research & Evidence Based Nursing Practice Council Promotes the spirit of inquiry in clinical nursing practice Evaluates the literature in order to use best practices to transform clinical practice at the point-of-care
12 Quality & Safety Council Provides planned, systematic and collaborative approaches to oversee and direct quality and safety relating to the nursing process, functions and services provided. The council s scope includes performance improvement and safety measures throughout the Department of Patient Care Services
13 Professional Nurse Council Works to enhance the professional image of nursing within CCHS and the community Supports the spirit of the professional advancement program Identifies and supports implementation of recruitment and retention strategies
14 Coordinating Council Provides overall coordination of the systems councils. Reviews the system strategic plan and adopts the plan for the Department of Patient Care Services and the nursing Shared Decision Making structure. Serves as the portal for other departments or disciplines requiring assistance with the Shared Decision Making structure of nursing.
15 Problem Solving The Old Way Problem identified by staff and communicated to manager Manager may or may not have asked for feedback about solutions Manager made final decision or had final authority for approving a solution
16 Problem Solving The New Way Staff identify issues and communicate them to the unit council Unit council formulates a response and communicates this to staff Staff provide feedback via the comment form.
17 How Does The New Way Work Unit Council: Collects Data Develops a proposed plan using evidenced based practice Develops a time line Presents Plan for Feedback (Open Comment) Revises Plan Based Upon Feedback Forewards plan to system council, as needed
18 How Does The New Way Work Unit Council: Implements Plan Evaluates Outcome Report Results to Unit Staff Seeks staff feedback, formally and informally on council s performance
19 How Does It Work - Problem Solving Methodology Identify an Issue or a Problem Gather Data Design a Solution Obtain Feedback Finalize a Proposal Implement Evaluate Report
20 Unit Problem: Increased Incidence of Pressure Sores Problem Unit Council Problem Solving Model Results: Positive Outcomes
21 System Level Practice Research Problem Operations Coordinating Education Problem Solving Model Results: Positive Outcomes
22 Nurse Manager s Role Create a climate that is actively supportive and not just tolerant of shared decision making Facilitate a leaning environment for staff growth and comfort with shared decision making Support release time for staff to participate in shared decision making activities
23 Nurse Manager s Role Share with staff your knowledge of leadership and help staff to minimize implementation barriers Commit to the New Way
24 Role of Unit Based Council Chair Set meetings Develop the agenda Move council to consensus Ensure members participate (per charter) Facilitate group assignments Ensure consensus for decision making Call emergency meetings, as needed Mentor Chair-elect
25 Benefits of Shared Decision Making Increased Staff Nurse Satisfaction (increased autonomy, increased control over practice, improved communication between nurses, physicians and administration) Improved Nursing Retention ($90,000 to replace an RN Advisory Board) Improved Patient Safety Outcomes
26 Benefits of Shared Decision Making Improved collaboration and team Building Improved quality of care and clinical effectiveness Increased staff confidence, personal and professional growth Development of new knowledge and skills Increased professionalism and accountability
27 Requirements for success. Place the Patient First and focus on providing the best care possible Trust and respect is essential Communicate openly and honestly Embrace change and strive for improvement Staff and managers hold each other accountable. Organizational support of accountability in the performance appraisal process
28 Final Thought Shared decision making is a journey, not an event. It is not achieved overnight, and there is no conclusion no point when it is fully in place. It only provides a foundation for further growth. Tim Porter-O Grady
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