Mockett Lynda, Horsfall Janine, O'Callaghan Wendy
Middlemore Hospital, Counties Manukau District Health Board, Private Bag 93311, Otahuhu, Auckland, New Zealand.
Nurse Educ Today. 2006 Dec;26(8):712-8. doi: 10.1016/j.nedt.2006.07.019. Epub 2006 Oct 6.
This paper describes how a new framework for clinical nursing education was introduced at Counties Manukau District Health Board (CMDHB), New Zealand. The project was initiated in response to the significant legislative and post registration nursing education changes within New Zealand. The journey of change has been a significant undertaking, and has required clear management, strong leadership, perseverance and understanding of the organisation's culture. The approach taken to managing the change had four stages, and reflects various change management models. The first stage, the identification process, identified the impetus for change. Creating the vision is the second stage and identified what the change would look like within the organisation. To ensure success and to guide the process of change a realistic and sustainable vision was developed. Implementing the vision was the third stage, and discusses the communication and pilot phase of implementing the nursing education framework. Stage four, embedding the vision, explores the process and experiences of changing an education culture and embedding the vision into an organisation. The paper concludes by discussing the importance of implementing robust, consistent, strategic and collaborative processes--that reflect and evaluate best educational nursing practice.
本文介绍了新西兰马努考郡地区卫生局（CMDHB）引入临床护理教育新框架的情况。该项目是为应对新西兰重大的立法及注册后护理教育变革而启动的。变革之旅是一项重大任务，需要清晰的管理、强有力的领导、毅力以及对组织文化的理解。管理变革所采用的方法有四个阶段，且反映了各种变革管理模式。第一阶段即识别过程，确定了变革的动力。创建愿景是第二阶段，明确了变革在组织内部的样子。为确保成功并指导变革过程，制定了一个现实且可持续的愿景。实施愿景是第三阶段，讨论了实施护理教育框架的沟通和试点阶段。第四阶段即融入愿景，探讨了改变教育文化并将愿景融入组织的过程及经验。本文最后讨论了实施稳健、一致、战略和协作流程的重要性，这些流程反映并评估最佳护理教育实践。
