This MPG master project is looking into the dilemma of how to focus on research & development in the healthcare system. The Master paper concerns the Cardiology Department in Roskilde where I am the leading head nurse. The department is part of the University Hospital of Zealand. The hospital is one of several in Region Zealand which is the controlling body for the regional healthcare system. This body has adopted a strategy for healthcare research. The overall purpose is to create the best possible service and quality for the regions approx. 840.000 citizens. The fundamental prerequisite of research & development in healthcare is to improve and get the optimum out of the resources as an ongoing, never-ending process. In essence, we strive to best meet the wishes and needs of the patients based on the latest knowledge and technologies. We commit ourselves to the overall strategy as a department; hence there is need for constant focus on the development. I have primarily looked at the nursing staff’s motivation and interest in research & development, based on how I can best promote this to become an integral part of the everyday lives. I use theories from Karl Weick about sense making in organizations, specifically a description about loosely coupled organizations and the seven properties of sense making, further Anders Raastrup Kristensen and Michael Pedersen’s theory about Strategic self-management. The data is gathered through interviews with sub-department head nurses and with two groups of operational nurses, randomly selected patients, and field observations. There are several main findings to behold. First, in healthcare there are constantly changes in practice and resource allocation. There will never be stagnation and stability that is why a hospital can be seen as a loosely coupled organization. Secondly, we need to see the instability as a positive factor and use it to drive research & development in this ever-changing work environment. Third, it is important to discuss the given strategy with the sub-leaders and ensure they can carry the message to the operational staff. Fourth, strategy has to make sense also at the operational level – it should not be too fluffy. The staff can see the need for ongoing development and clearly wants to be part of it. We already do quite a lot, but we need to be more specific as to what development is. All parties agree that lack of time for development is not an issue. Basically we need to change the mindset of how busy we are and turn it towards prioritizing the needed time. My role in research & development is to take lead, communicate that we embrace it, and wish to be at the forefront as a beacon for other cardiological units in Region Zealand.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||99|