Department of Nursing and Healthcare, Institute of Public Health, Aarhus University, Aarhus, Denmark.
Urological Research Unit, Department of Urology, Aarhus University Hospital, Aarhus, Denmark.
J Adv Nurs. 2022 Oct;78(10):3385-3397. doi: 10.1111/jan.15413. Epub 2022 Aug 16.
Nurse managers are often at the forefront of implementing organizational changes. Studies suggest that conflicting pressures and stress are high during such times, though little is known of how nurse managers experience the continuing run of change initiatives.
To explore nurse managers' experience of large-scale organizational changes and its impact on their working lives and conditions.
A qualitative phenomenological hermeneutical study utilizing a Ricœur-inspired method of interpretation.
Semi-structured interviews were conducted with 12 nurse managers at a public sector university hospital that had recently undergone large-scale organizational changes. Interviews were conducted in 2021 during the covid-19 pandemic. The analysis is based on the three-stage Ricœur-inspired analysis method by Pedersen and Dreyer.
Three themes emerged outlining the nurse managers experiences of large-scale organizational change: The need for support structures to be incorporated in the change process, The need for a guiding star, and The challenge of the values embedded in the Nurse Manager mindset. These themes were consistent across both predominantly positive as well as mainly negative experiences.
This study reveals the potential that receiving support from management, staff and peers has to positively influence the experiences of nurse managers during large-scale organizational changes. However, lacking a clear vision for the process negatively influences their ability to support high-level quality care within their wards, potentially increasing their feelings of stress and conflicting pressure.
Participants offered important insight into the sparsely explored subject of nurse managers' experiences of organizational change, the complexity they face and the potentially high personal costs. The study highlights the detrimental effects of not providing support to all managers in organizations undergoing change, and the parallels to the covid-19 pandemic. No Patient or Public Contribution was required for this study due to its aim.
护士长通常处于实施组织变革的最前沿。研究表明，在这种时候，冲突的压力和紧张情绪很高，尽管人们对护士长如何体验持续不断的变革举措知之甚少。
探讨护士长在大规模组织变革中的体验及其对工作生活和工作条件的影响。
采用受里克尔启发的解释方法的定性现象学诠释研究。
对一家公立大学医院的 12 名护士长进行了半结构化访谈，该医院最近经历了大规模的组织变革。访谈于 2021 年在 COVID-19 大流行期间进行。分析基于由 Pedersen 和 Dreyer 提出的受里克尔启发的三阶段分析方法。
三个主题概括了护士长在大规模组织变革中的体验：需要在变革过程中纳入支持结构，需要一个指导星，以及护士长心态中所嵌入的价值观的挑战。这些主题在主要为积极的体验以及主要为消极的体验中都具有一致性。
这项研究揭示了从管理层、员工和同行那里获得支持对护士长在大规模组织变革中的体验产生积极影响的潜力。然而，缺乏对变革过程的清晰愿景会对他们在病房内支持高水平护理质量的能力产生负面影响，可能会增加他们的压力和冲突感。
参与者对护士长在组织变革中的体验、所面临的复杂性以及潜在的高个人成本这一鲜有探索的主题提供了重要的见解。该研究强调了在组织变革中不向所有管理人员提供支持的不利影响，以及与 COVID-19 大流行的相似之处。由于本研究的目的，不需要患者或公众的贡献。
