Nonlinear Dynamics in Healthcare
How do effective nurse leaders and others approach problem solving and decision making in organizations? As suggested in this week’s Learning Resources, systems theory provides a valuable way to assess situations and prepare to address problems.
For this week’s Discussion, you identify an issue or process that could be improved and apply knowledge and strategies related to systems theory.
Note: You may find it helpful to view the Assignment instructions and use the same problem for this Discussion.
To prepare:
Review the information presented in this week’s Learning Resources on systems theory and the difference between open and closed systems.
Reflect on the practices and processes with which you are familiar in your organization. Identify one problematic issue or process that could be improved.
Consider the problem from a closed-system perspective. Then think about how the issue or process you selected could be addressed by viewing it from an open-system perspective. How would the transition from a closed- to an open-system view help you and others to address the problem and improve outcomes?
Post (1) a description of the problem that you identified in your selected organization. (2) Explain the problem from a closed-system perspective. Then, (3) describe how the problem could be addressed by viewing it from an open-system perspective, and (4) explain how this modification would help you and others improve health care outcomes.
Required Resources
Nonlinear Dynamics in Healthcare
Readings
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Review Chapter 7, “Strategic and Operational Planning”
See especially Figure 7.1 on page 147.
Chapter 8, “Planned Change”
Organizational Change Associated With Nonlinear Dynamics (pp. 172–176)
Read this section of Chapter 8 on planned change. Consider the role of leaders in effectively managing planned change.
Chapter 12, “Organizational Structure”
“Organizational Culture” (pp. 274–276)
There are many structures organizations take, and these structures influence how the organization functions. This chapter discusses many different organizational structures and provides insights into how these structures influence the change process, as well as leadership and management.
Johnson, J. K., Miller, S. H., & Horowitz, S. D. (2008). Systems-based practice: Improving the safety and quality of patient care by recognizing and improving the systems in which we work. Retrieved from http://www.ahrq.gov/downloads/pub/advances2/vol2/Advances-Johnson_90.pdf
This article addresses the importance of systems-based practice (SBP) in health care workplaces. The authors state that SBP knowledge is one of six core competencies that physicians have to know in order to provide safe and proper care for their patients.
Manley, K., O’Keefe, H., Jackson, C., Pearce, J., & Smith, S. (2014). A shared purpose framework to deliver person-centred, safe and effective care: Organisational transformation using practice development methodology. FoNS 2014 International Practice Development Journal 4 (1) [2].
Except from Abstract: A shared purpose is an essential part of developing effective workplace cultures and one of the founding principles of practice development in establishing person-centred, safe and effective practices that enables everyone to flourish. When units within health care organizations recognize their interdependence, they can create an interdisciplinary practice through systems integration.
Meyer, R. M., & O’Brien-Pallas, L. L. (2010). Nursing services delivery theory: An open system approach. Journal of Advanced Nursing, 66(12), 2828–2838.
Retrieved from the Walden Library databases.
In this article, the authors examine the effects of nursing services delivery theory in large-scale organizations. Among other benefits, this theory supports multilevel phenomena and cross-level studies, and it can guide future research and the management of nursing services.
Optional Resources
Glennister, D. (2011, July). Towards a general systems theory of nursing: A literature review. Paper presented at the 55th Annual Meeting of the International Society for the System Sciences, Hull, United Kingdom. Retrieved from http://journals.isss.org/index.php/proceedings55th/article/viewFile/1717/569
Hayajneh, Y. (2007). Management for health care professionals series: Systems & systems theory. Retrieved from http://www.hayajneh.org/a/readings/Systems-Theory.pdf.
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Applying Systems Theory to Improve Healthcare Processes: Transitioning from Closed to Open Systems Perspective
In healthcare organizations, effective problem-solving and decision-making are crucial for addressing issues and improving outcomes. By applying systems theory, nurse leaders and other stakeholders can gain a comprehensive understanding of the organization as a complex system and identify opportunities for improvement. This discussion explores the transition from a closed-system perspective to an open-system perspective to address a problematic issue or process within a healthcare organization.
Problem Description:
The identified problem in the selected healthcare organization is the lack of effective interdisciplinary collaboration among healthcare professionals, leading to fragmented care and suboptimal patient outcomes. Currently, healthcare professionals primarily work within their individual silos, resulting in limited communication, knowledge sharing, and coordination of care.
Closed-System Perspective:
From a closed-system perspective, the organization is viewed as a self-contained entity with minimal interaction or exchange with its external environment. In this context, healthcare professionals focus primarily on their own tasks and responsibilities, often disregarding the interconnectedness of their actions with other departments or disciplines. This approach perpetuates organizational silos, hampers communication, and inhibits the flow of information and resources necessary for effective collaboration.
Transition to an Open-System Perspective:
Transitioning to an open-system perspective entails recognizing the organization’s interconnectedness with its external environment and understanding the reciprocal relationships and dependencies between different departments, disciplines, and stakeholders. By adopting an open-system perspective, healthcare professionals can promote interdisciplinary collaboration and enhance the quality of patient care.
The Modification’s Impact on Healthcare Outcomes:
Adopting an open-system perspective would facilitate several modifications that can help improve healthcare outcomes:
Enhancing Communication and Information Flow: By recognizing the interdependence of departments, healthcare professionals can prioritize effective communication and information sharing. Implementing interdisciplinary meetings, establishing electronic communication platforms, and promoting regular interactions among professionals would enable seamless knowledge exchange and better coordination of care.
Promoting a Culture of Collaboration: Shifting to an open-system perspective necessitates fostering a culture of collaboration and teamwork. This can be achieved through initiatives such as shared decision-making, interprofessional education and training, and creating opportunities for interdisciplinary projects. A collaborative culture would facilitate collective problem-solving, innovation, and improved patient outcomes.
Optimizing Resource Allocation: In an open system, resources can be allocated more efficiently by considering the needs of the entire organization. Healthcare professionals can collaborate to identify resource gaps, streamline processes, and eliminate redundancies, leading to enhanced resource utilization and improved patient care.
Emphasizing Continuous Learning and Quality Improvement: Viewing the organization as an open system encourages a focus on continuous learning and quality improvement. Regular feedback, performance Assessments, and the implementation of evidence-based practices can help identify areas for improvement, drive innovation, and enhance patient safety and outcomes.
By transitioning from a closed-system perspective to an open-system perspective, healthcare organizations can address the identified problem of ineffective interdisciplinary collaboration. Through enhanced communication, a collaborative culture, optimized resource allocation, and a focus on continuous learning, nurse leaders and other stakeholders can improve healthcare outcomes, promote patient-centered care, and foster a more efficient and effective healthcare system.
References:
Manley, K., O’Keefe, H., Jackson, C., Pearce, J., & Smith, S. (2014). A shared purpose framework to deliver person-centred, safe and effective care: Organisational transformation using practice development methodology. FoNS 2014 International Practice Development Journal, 4(1).
Meyer, R. M., & O’Brien-Pallas, L. L. (2010). Nursing services delivery theory: An open system approach. Journal of Advanced Nursing, 66(12), 2828–2838.
Johnson, J. K., Miller, S.
