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Using a Shared Governance Structure to Evaluate the Implementation of a New Model of Care: The Shared Experience of a Performance Improvement Committee

Myers, Mary MSN, RN, PCCN; Parchen, Debra BSN, RN, OCN®; Geraci, Marilla MSN, RN, PMH/CNS; Brenholtz, Roger MSN, RN; Knisely-Carrigan, Denise BSN, RN; Hastings, Clare PhD, RN, FAAN

Journal of Nursing Administration: October 2013 - Volume 43 - Issue 10 - p 509–516
doi: 10.1097/NNA.0b013e3182a3e7ff
Articles

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.

The authors declare no conflicts of interest.

Correspondence: Ms Myers, National Institutes of Health Clinical Center, 9000 Rockville Pike, Bldg 10 Room 5-5441, Bethesda, MD 20892 (mmyers@cc.nih.gov).

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© 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins