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Building a Team Through a Strategic Planning Process

Albert, Debra MSN, MBA, RN, NEA-BC; Priganc, Dave MBA

doi: 10.1097/NAQ.0000000000000036
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Strategic planning is a process often left to senior hospital leadership, with limited input from unit-level, bedside patient care providers. This frequent approach to strategic planning misses the opportunity to engage a wide range of employees, build a shared sense of commitment, produce a collaborative team environment, and to generate greater acceptance of the plan. The Patient Care Services division at the University of Chicago Medicine used a strategic planning process that incorporated 360-degree input from both within the Patient Care Services division and outside of the division. The result is a strategic vision and plan that, shaped by broad-based input from both internal and external constituencies, is strengthened by the team that emerged from the process. Through the process of identifying a common understanding of the group's future direction, a shared purpose was created that transcended traditional professional boundaries and shaped a cohesive team focused on effective and efficient patient care. Now, with a focused strategic plan and a team centered on a shared purpose, the team is beginning to effectively deliver on the plan.

Patient Care Services, University of Chicago Medicine, Illinois (Ms Albert); and Quantum Synapse, LLC, Richmond, Vermont (Mr Priganc).

Correspondence: Debra Albert, MSN, MBA, RN, NEA-BC, Patient Care Services, University of Chicago Medicine, 5841 S Maryland Ave, MC1090, Room TN-200, Chicago, IL 60637 (Debra.Albert@uchospitals.edu).

The authors declare no conflict of interest.

© 2014 Wolters Kluwer Health | Lippincott Williams & Wilkins