Transforming the Point of Care Through Shared Core Values

Collin, Susan

Monday, July 11, 2011

Susan Collin, RN, MSN
Nursing 118 7A, Veterans Administration Medical Center, Durham, NC

Learning Objective 1: The learner will be able to discuss international global generalizibility of three listed core values.

Learning Objective 2: The learner will be able to list employee and manager responsibilities of three key steps to implementing Shared Governance

Regardless of one's title, glaring performance improvement lights are continuously beaming on work, bringing out of shadows areas that need attention. Challenges for leadership are to creatively develop motivational environments, i.e. work cultures at all levels to help employees feel inspired, vital to the organization and energetic.

Each employee bears responsibility for presence or lack of motivation, as described by motivational literature. Unfortunately, employees often are perfectly comfortable in unmotivated states, with consequences that buy in is lacking and necessary performance improvement work left undone.

RIC is a transformational leadership model accelerating frontline improvements and building employee vitality and excitement about their work environment. As this model is applied, employees come out of a comfort zone and explore new horizons of practice ideas. This presentation shares core values of Respect, Integrity and Compassion as the healthy work environment for implementing Shared Governance models.

The practice change embraced in this model is within the manager’s locus of control. As a manager implements this model, a journey through a relatively predictable path of personal and professional team growth evolves.

With the implementation of this healthy environment focused model, quarterly unit surveys for employee satisfaction evidenced improvement in employee perceptions of ability to alter their work environment and improved communication amongst employees.

This motivational approach to work issues and performance improvement attitudes clearly supported employees increased willingness for change and trying new things at work. They learned that outcomes are the key, and crucial to all processes.

This model applies to clinical settings where performance improvement is expected process. Where employees may be dragging their feet, this model proves effective helping employees to gaze up into the beam of best practice for patients. After all, isn’t that what it’s all about?

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