Using a shared governance structure to evaluate the implementation of a new model of care: the shared experience of a performance improvement committee.
Sustaining change in the behaviors and habits of experienced practicing nurses can be frustrating and daunting, even when changes are based on evidence. Partnering with an active shared governance structure to communicate change and elicit feedback is an established method to foster partnership, equity, accountability, and ownership. Few recent exemplars in the literature link shared governance, change management, and evidence-based practice to transitions in care models. This article describes an innovative staff-driven approach used by nurses in a shared governance performance improvement committee to use evidence-based practice in determining the best methods to evaluate the implementation of a new model of care.
Author Affiliations: Educator, Medical Surgical Specialties (Ms Myers), Senior Clinical Research Nurse (Ms Geraci), Senior Clinical Research Nurse (Mr Brenholtz), Clinical Research Nurse (Ms Knisely-Carrigan), Nurse Consultant (Ms Parchen), Chief Nurse Officer (Dr Hastings), National Institutes of Health, Clinical Center, Nursing and Patient Care Services, Bethesda, Maryland.
Mary
M
Myers
Debra
D
Parchen
Marilla
M
Geraci
Roger
R
Brenholtz
Denise
D
Knisely-Carrigan
Clare
C
Hastings
D015400:Clinical Nursing Research / Q000458:organization & administration*; D003299:Cooperative Behavior; D003659:Decision Making, Organizational; D004650:Employee Performance Appraisal / Q000379:methods / Q000458:organization & administration*; D055318:Evidence-Based Nursing / Q000458:organization & administration*; D006801:Humans; D016294:Models, Nursing; D017146:Models, Organizational; D009316:National Institutes of Health (U.S.); D009741:Nursing Staff, Hospital / Q000458:organization & administration*; D015279:Organizational Culture; D009936:Organizational Innovation; D058996:Quality Improvement; D014481:United States