Shared Governance: A Practical Approach to Transforming Interprofessional Healthcare, Fourth Edition

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Shared Governance: A Practical Approach to Transforming Interprofessional Healthcare, Fourth Edition

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Available December 2018

Shared Governance: A Practical Approach to Transforming Interprofessional Healthcare, Fourth Edition

Diana Swihart, PhD, DMin, MSN, APN CS, RN-BC
Robert G. Hess, Jr., RN, PhD, FAAN

Coming December 2018!

If previous attempts at shared governance have stalled or failed Shared Governance, Fourth Edition is the key for changing course and building a truly effective model.

This book is your complete shared governance toolkit with dozens of helpful tools, from policies and procedures, to decision-making aids, to templates for councils as well as case studies from hospitals who have implemented successful governance programs.

This book is step one to helping you change your culture for the better as you start a true method of shared governance.

This resource will help you:

  • Jumpstart your program - Provides a professional, proven framework for developing and supporting effective shared governance within the healthcare environment
  • Comprehensive collection of best practices- Includes a core collection of important tools, best practices, processes, adaptable forms, and training materials for designing, implementing, and evaluating shared governance within the organization
  • Improve staff dynamics – Shared governance will help your organization enhance staff autonomy and increase competency and accountability as well as increase collaboration between units and departments

Page count: 200
Dimensions: 7” X 9”
ISBN: 978-1-68308-853-0

Table of Contents


Chapter 1: Introduction: The Concept Behind Shared Governance

  • What Is Shared Governance?
  • History and Development of Shared Governance
  • Shared Governance and Professional Practice Models
  • Shared Governance and Relational Partnerships

Chapter 2: Design a Structure to Support Shared Governance

  • Common Characteristics of Share Governance Structures
  • Basic Requirements of All Shared Governance Systems
  • Basic Structural Process Models of Shared Governance

Chapter 3: Build a Structure to Support Shared Governance

  • Part 1: Implementing Shared Governance
  • Part 2: Leading Strategic Change
  • Part 3: Shared Governance Systems: Perspective and Format
  • Part 4: Bylaws and Articles: Formalizing the Shared Governance Structure
  • Part 5: Redesigning Shared Governance

Chapter 4: Building the Practice and Unit Council

  • Why Are Practice and Unit Councils So Important?
  • Dealing With Change
  • Leadership in Shared Governance
  • Building the Structure for Practice and Unit Councils
  • Characteristics of an Effective Unit Team
  • Best Practice: Night Councils

Chapter 5: Implementing Shared Governance at the Organization Level

  • The Roles of the Stakeholders
  • Introduction to Shared Governance in a Unionized Environment 

Chapter 6. Competencies for Shared Professional Governance

  • Definitions Related to Competence, Competency, and Shared Governance
  • How Competencies in Shared Governance Are Selected
  • Identifying Competencies in Shared Governance
  • Best Practice in Autonomous Practice Through Unit Practice Councils

Chapter 7: Measuring Shared Governance

  • Shared Governance: Research and Instruments
  • Quantitative Measures of Governance
  • When and How to Measure
  • Research on the Evidence and Principles of Shared Governance
  • Research on the Effectiveness of Shared Governance Councils

Chapter 8: Interprofessional Shared Governance

  • Part 1: An Introduction and Description of Influences in Building Interprofessional Shared Governance Structures in Healthcare Organizations
  • Influences on Interprofessional Governance in Healthcare Organizations
  • Part 2: Case Studies of Organizations of Various Sizes and Approaches to Shared Governance
  • Case study 1: Cincinnati Children’s Hospital
  • Case study 2: New Hanover Regional Medical Center’s Nursing Congress
  • Case study 3: Conway Regional Medical Center

Chapter 9: Case studies: Snapshots of Shared Governance in U.S. and Global Communities

  • Implementing Shared Governance in U.S. and Global Communities
  • Case study 1: Royal Oak William Beaumont Hospital
  • Case study 2: King Hussein Cancer Center, Amman, Jordan
  • Introduction of Shared Governance in Unit-Level Leadership

Chapter 10: Relationships for Excellence: Quality Management and Magnet® and Pathway® Programs

  • Shared Governance: Focus on Quality and Patient Safety
  • Quality and the PDCA Cycle
  • Tying Quality to Shared Governance in Healthcare
  • Shared Governance and ANCC’s Nursing Excellence Programs: Magnet Recognition Program® (MRP) and Pathway to Excellence®
  • Pathway to Excellence®
  • More About the Magnet Recognition Program®: Five Components
  • Shared Governance and ANCC’s Nursing Excellence Program

Chapter 11: An International Clearinghouse for Research and Resources

  • The Forum for Shared Governance
  • Founding the Forum
  • The Mission
  • The Tools

Chapter 12: Tips for Success

  • Lessons Learned and Best Practices Shared by Healthcare Leaders, Direct-Care Providers, Team Leaders, Other Organizations, and Communities of Practice
  • Conclusions and Recommendations: Where Do We Go from Here?
  • Why Shared Governance?
  • Where Do We Go from Here? 

Appendix A: Practice and Unit Council tools

Appendix B: Influencing style interview

Appendix C: Shared Governance Measurement Tools: IPNG and IPG

Appendix D: Shared Governance Measurement Tools: IPNG 3.0 and IPG 3.0

Appendix E: Expanded bibliography Case study in the first person (publish but no payment) 350-500 words

Points to cover:

  • Describe your organization
  • What caused you to choose to implement shared governance?
  • How did you do it?
  • What did you learn from the process (design and/or redesign)?
  • How did you change/improve your practice because of shared governance?

About the Authors

Diana Swihart, PhD, DMin, MSN, APN CS, FAAN, is a consulting partner with the Forum for Shared Governance and the CEO and Managing Partner for the American Academy for Preceptor Advancement, enjoys many roles in her professional career, practicing in widely diverse clinical and nonclinical settings. An author, speaker, researcher, educator, and consultant, she has published and spoken nationally and internationally on a number of topics related to servant leadership, preceptors, shared governance, new employee onboarding and orientation, competency assessment, professional development, Magnet Recognition Program®, research, and evidence-based practice.

 

Robert G. Hess, Jr., RN, PhD, FAAN, is an educator, editor, author, consultant, and the founder of the Forum for Shared Governance. He currently serves as executive vice president of global programming for Gannett Education. An award-winning author, he has written more than 100 articles for numerous journals and books. He is the former vice chair of ANCC’s Commission on Accreditation. In 2008, Dr. Hess was inducted as a fellow into the American Academy of Nursing for his work in shared governance.