Developing A Shared Vision

Running head: DEVELOPING A SHARED VISION.

Developing a Shared Vision

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DEVELOPING A SHARED VISION. 2

Developing a Shared Vision

In the delivery of healthcare, it is critical to driving all the personal energy in meeting the

personal objectives that are always in line with our departmental objectives and mission (Ginter,

Duncan & Swayne, 2018). In so doing, we shall all be working towards the vision of the hospital

which aims at providing a world-class patient-centered and specialized care. This vision applies

to all the care providers within the hospital and for this case our department which is vital not

only in building the name of the facility but also turn to be the reference point where patient care

is given the value it deserves. The belief in these sentiments prompted this briefing so that as a

team we can be able to determine various problems within the department that need to be

addressed. In the long haul, we will have a shared vision which can be worked on appropriately

to improve patient care and the wellbeing of the staff members within this department.

Information to the staff concerning the challenges the organization is facing

It is critical to appreciate everyone who part and parcel of the excellent job that is going

on within this unit since the association between various disciplinary areas have made the patient

outcome successful. It is also key to pint put some of the issues that we are facing so that we

ought to provide possible recommendations and solutions that will see as progressing in service

provision. One of the challenges that we are facing right now is the staff shortage that cuts

across various fields such as amongst physicians, nurses and allied healthcare providers. This

shortage of staff can be associated with the steadily increasing workload from the ever growing

population and subsequently the number of patients. At the same time, the shortfall can be

attributed to the relatively lower numbers of training personnel due to the stressful and non-

DEVELOPING A SHARED VISION. 3

lucrative nature of the field of healthcare provision. The result is a lower number enrolling in the

healthcare programs.

Another problem of concern to us as leaders within the healthcare system is poor job

satisfaction rates which have in turn lead to the high turnover. This challenge can be associated

to the fact that majority experience burnout and stress due to the high workload that continues to

exist in nursing (Dyrbye et al., 2017). Besides, the poor working environment within the

healthcare system due to the stressful environment, poor patient outcome and the overall

financial loss to the hospital also demoralizes the staffs are they can’t withstand being part of

relatively low-quality service. For a reasonable period, the value and emphasis placed on the

healthcare staffs are ever low making the teams to feel less valued until instances of critical

events and shortages where their concerns are looked into.

Impact of these Issues on the Department

The staff shortage within this department has relatively reduced the patient outcomes in

the recent past which is evident due to the increased occurrences of medical errors and as well as

other critical events(Hall et al., 2016). You will bare as witnesses of the increased workload due

to the reduced supply of service providers and the constant or rather the increasing healthcare

demand. The result is burnout which the staff members of this unit are going through. If one asks

any patient at random, their satisfaction with the services we offer will definitely be low, and this

has a direct relationship with the shortage. The negative responses from the patient have

significantly reduced the reimbursement amount for the facility and this unit in particular.

In conjunction with the staff shortage, the dissatisfaction from the staff members has led

to many healthcare providers to leave their jobs. This high turnover rate is due to the unfavorable

DEVELOPING A SHARED VISION. 4

environment of operation concerning burnout and poor patient outcomes. The job dissatisfaction

has also impacted the health of the majority of the staff members forcing many to battle

depression and stress. The result has been either poor service output from such providers or

resignation which impacts our department by increasing the staff shortage, and the cycle

continues.

The high nurse turnover has proved to be disruptive to this department. This disruption is

created by the need to recruit and indoctrinate a new staff member to fit the positions left. In

addition to the disruption, the process is costly hence leading to financial loss from the allocated

finances for this department. All these issues prompted this briefing so that we can come up with

a common vision that can see this department come out of the ditch that we are deeply placed.

Impact of Communication, Collaboration, and Teamwork on the Conditions in the

Department

The above challenges are not only administrative but can be achieved via proper

contribution by all the concerned parties right from the staff members. Through communication

from the patients, to the staffs and the leadership of the department, genuine concerns pertaining

the workload and areas that need reinforcement can be determined and catered for. It is through

communication also that the existing staff can come up with various ways to make the workplace

better and reduce the turnover rate which leads to staff shortage.

Teamwork and communication among the staff members and the leadership team are

critical in the development of strategies such as remunerations and recognition to make the staff

duties valuable and reduce their turnover (Foronda, MacWilliams & McArthur, 2016). It is

through the collaboration that insufficient equipment can be identified and purchased leading to a

DEVELOPING A SHARED VISION. 5

favorable work environment hence high satisfaction among the staff members. In the long run,

the staff retention will be achieved. It is clear that there have been insufficient funding to the

healthcare system which does not match the demands. In countering this, collaboration with

other sectors and organizations that are of interest in the health of individuals can provide

additional funds that can lead to increased remunerations to improve job satisfaction as well as

employing additional staff. The result will be a conducive environment for operation hence

increased staff retention.

Techniques to Foster Inclusion and Improve Communication and Collaboration

It is critical for all the staff members to be part of all the decisions and the strategies that

are meant to guide operations within this department. The very fast persons that feel any change

or areas that need to be worked on are the patients and the staffs. For inclusion purposes, it is

therefore crucial that the crews are given an opportunity to be part of the decision-making team.

Through our meetings, the views on various issues will be taken and given priority while coming

up with the decision.

To foster this communication and collaboration among all the staff members, we need to

embrace the new technology that is vital in improving connectivity and facilitating the flow of

information within the department as well as putting in place other forms of communication

(Deland, Gordon & Kelly, 2018). By having a communication structure serving all the points of

care delivery within the department is critical to allow passage of information.

Conclusion

Achieving the objectives of any department or unit of service provision is not for the

leadership team but the service providers in its various sectors. By putting that in consideration, a

DEVELOPING A SHARED VISION. 6

shared vision can be developed to overcome the challenges that any unit faces. With our

department experiencing and staff shortage and job dissatisfaction from the members, it is vital

that we improve on teamwork, collaboration, and communication to avert the situation. This

change of events can be achieved only through a structured system of communication as well as

being inclusive in decision making.

DEVELOPING A SHARED VISION. 7

References:

Deland, E., Gordon, J. E., & Kelly, R. E. (2018). Let’s talk about improving communication in

healthcare. Columbia Medical Review, 1(1).

Dyrbye, L. N., Shanafelt, T. D., Sinsky, C. A., Cipriano, P. F., Bhatt, J., Ommaya, A., ... &

Meyers, D. (2017). Burnout among health care professionals: A call to explore and

address this underrecognized threat to safe, high-quality care. NAM (National Academy of

Medicine) Perspective.

Foronda, C., MacWilliams, B., & McArthur, E. (2016). Interprofessional communication in

healthcare: An integrative review. Nurse education in practice, 19, 36-40.

Ginter, P. M., Duncan, J., & Swayne, L. E. (2018). The Strategic Management of Healthcare

Organizations. John Wiley & Sons.

Hall, L. H., Johnson, J., Watt, I., Tsipa, A., & O’Connor, D. B. (2016). Healthcare staff

wellbeing, burnout, and patient safety: a systematic review. PLoS One, 11(7), e0159015.

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