Collaboration among nurse executives in complex environments: fostering administrative best practice.
In the past decade, many healthcare institutions have formed new partnerships, alliances, and networks. Collaboration among chief nursing officers and other leaders from affiliating institutions is essential to the success of these new organizational structures. The authors explore the nature of the collaboration among chief nursing officers and senior nurse leaders at 5 Harvard-affiliated teaching hospitals that provide cancer care. In particular, this article examines how collaborative relationships have been fostered and highlights the challenges, benefits, and outcomes of successful cross-institutional collaboration.
Ponte
Pat Reid
PR
Nursing/Patient Services, Pediatrics Oncology, Clinical Decisions and Support, Dana-Farber Cancer Institute, Boston, MA 02115, USA. pat_reid_ponte@dfci.harvard.edu
Branowicki
Patricia
P
Somerville
Jackie
J
Anderson
Dianne
D
Erickson
Jeanette Ives
JI
Kruger
Nancy
N
Sporing
Eileen
E
Connaughton
Mary
M
Conlin
Genevieve
G
D019985:Benchmarking / Q000458:organization & administration*; D001900:Boston; D002173:Cancer Care Facilities / Q000458:organization & administration; D016542:Chief Executive Officers, Hospital / Q000458:organization & administration*; D003299:Cooperative Behavior; D003659:Decision Making, Organizational; D006754:Hospital Restructuring / Q000458:organization & administration*; D006784:Hospitals, Teaching / Q000458:organization & administration; D006801:Humans; D007373:Interinstitutional Relations; D007400:Interprofessional Relations; D016294:Models, Nursing; D009718:Nurse Administrators / Q000458:organization & administration / Q000523:psychology*; D024802:Nurse's Role; D011367:Professional Staff Committees / Q000458:organization & administration; D016730:Program Development