Baker C, Beglinger J E, Bowles K, Brandt C, Brennan K M, Engelbaugh S, Hallock T, LaHam M
St Mary's Hospital Medical Center, Madison, WI, USA.
Semin Nurse Manag. 2000 Jun;8(2):98-106.
Today's health care delivery environment is marked by extreme turbulence and ever-increasing complexity. Now, more than ever, an organization's strategic plan must do more than outline a business plan. Rather, the strategic plan is a fundamental tool for building and sustaining an organizational vision for the future. The strong, dynamic strategic plan (1) represents a long-range vision for improving organizational performance, (2) provides a model for planning and implementing structures and processes for the management of outcomes, (3) reflects and shapes the organizational culture and customer focus, (4) provides decision support for difficult operational choices made day to day, and (5) integrates and aligns the work of the organization. This article describes the development, implementation, and evaluation of a methodology for strategic planning within a shared governance nursing organization. Built upon the strategic plan of the hospital, the process undertaken by the nursing organization reflects the following commitments: (1) to develop a strategic plan that is meaningful and part of daily work life at all levels of the nursing organization, (2) to make the plan practical and realistic through incremental building, (3) to locate and articulate accountability for each step, and (4) to build in a process for checking progress toward goal achievement and readjusting the plan as necessary.
当今的医疗保健服务环境动荡异常，复杂性与日俱增。如今，一个组织的战略规划比以往任何时候都更需超越勾勒商业计划的范畴。确切地说，战略规划是构建并维系组织未来愿景的一项基本工具。强大而充满活力的战略规划：（1）体现提升组织绩效的长远愿景；（2）为规划及实施成果管理的架构与流程提供模式；（3）反映并塑造组织文化及以客户为中心的理念；（4）为日常艰难的运营决策提供支持；（5）整合并协调组织的工作。本文描述了在共享治理护理组织中进行战略规划的一种方法的制定、实施及评估。基于医院的战略规划，护理组织所采用的流程体现了以下承诺：（1）制定一项对护理组织各级日常工作生活有意义且成为其一部分的战略规划；（2）通过逐步构建使规划切实可行且现实；（3）明确并阐明每一步骤的责任归属；（4）建立一个检查目标达成进度并在必要时调整规划的流程。
