Golanowski Marie, Beaudry Diane, Kurz Lynne, Laffey William J, Hook Mary L
Aurora Health Care, Milwaukee, WI 53201, USA.
Nurs Adm Q. 2007 Oct-Dec;31(4):341-53. doi: 10.1097/01.NAQ.0000290431.72184.5a.
Healthcare organizations have been challenged to make high-quality, safe, and reliable care more affordable, portable, transparent, and efficient. Skillful leadership and contributions from all members of the organization are needed to accomplish these changes. This article describes how one organization, driven by a vision for finding better ways, embarked on a journey to design, implement, and refine their model for interdisciplinary shared decision-making (SDM). The model was based on the principles of accountability, equity, ownership, and partnership, and designed to support staff members in right decision-making at the point of service. The success of SDM depends on leaders who believe in the process and demonstrate their commitment by holding front-line managers accountable for allocating resources and coaching staff. Point-of-service staff, in turn, must accept ownership and accountability for the content of their work and be willing to develop their SDM knowledge, comfort, and skills over time. Preliminary outcomes indicate that these new processes have had a positive effect in helping the organization find better ways to innovate and improve patient care.
医疗保健机构面临着挑战，需要使高质量、安全且可靠的护理变得更经济实惠、便于携带、透明且高效。要实现这些变革，需要组织全体成员具备娴熟的领导能力并做出贡献。本文描述了一个组织如何在寻求更好方法的愿景驱动下，踏上设计、实施和完善其跨学科共享决策（SDM）模式的征程。该模式基于问责制、公平、自主权和伙伴关系原则，旨在支持工作人员在服务点做出正确决策。SDM的成功取决于那些相信这一过程并通过要求一线管理人员对资源分配和员工指导负责来展现其承诺的领导者。反过来，服务点的工作人员必须对其工作内容承担自主权和问责制，并愿意随着时间的推移提升他们的SDM知识、舒适度和技能。初步结果表明，这些新流程在帮助该组织找到更好的创新和改善患者护理的方法方面产生了积极影响。
