Facilitating the development of a shared purpose in a university department: the first stage towards developing a culture of shared governance

Research output: Contribution to journalArticle

Abstract

Background and contextThe structure of higher education departments tend to be hierarchical and we were no exception. However, changes in the way nursing education was provided, internal growth and development followed by a period of austerity, presented our school with an unprecedented opportunity. We found ourselves in a position where we had an opportunity to change. AimsThe aim of the paper is to share our reflections on the process and outcomes from a culture change project in a university department so far. The purpose of this part of the project was to enable creative and collegial opportunities to work together. Conclusions An inclusive culture can make a difference to peoples’ lives and reflect the underpinning principles of person centred practice. This project has enabled us to define our shared purpose, clarify our values, make commitments and set standards. Overall, though it has allowed us to see each other as people emerged from behind a faceless organisational structure.Implications for practice The values of Inclusiveness, Integrity and Professionalism are important for a shared understanding and effective collaborative functioning within university departmentsStaff teams can be structured around professional and personal development needsManagerial support, staff participation and an experienced facilitator is vital for successful cultural change. Despite being UK based, we believe these experiences to be transferable across jurisdictions and of interest to international readers.Six Keywords/PhrasesCulture change, nursing, higher education, shared decision-making, values, shared governance.
LanguageEnglish
JournalInternational Practice Development Journal
Volume6
Issue number2
DOIs
Publication statusPublished - 16 Nov 2016

Fingerprint

governance
nursing
Values
education
cultural change
organizational structure
integrity
jurisdiction
commitment
staff
decision making
participation
human being
university
school
experience
professionalism

Keywords

  • Culture change
  • nursing
  • higher education
  • shared decision-making
  • values
  • shared governance.

Cite this

@article{d5f29851654f411081ad88721c674007,
title = "Facilitating the development of a shared purpose in a university department: the first stage towards developing a culture of shared governance",
abstract = "Background and contextThe structure of higher education departments tend to be hierarchical and we were no exception. However, changes in the way nursing education was provided, internal growth and development followed by a period of austerity, presented our school with an unprecedented opportunity. We found ourselves in a position where we had an opportunity to change. AimsThe aim of the paper is to share our reflections on the process and outcomes from a culture change project in a university department so far. The purpose of this part of the project was to enable creative and collegial opportunities to work together. Conclusions An inclusive culture can make a difference to peoples’ lives and reflect the underpinning principles of person centred practice. This project has enabled us to define our shared purpose, clarify our values, make commitments and set standards. Overall, though it has allowed us to see each other as people emerged from behind a faceless organisational structure.Implications for practice The values of Inclusiveness, Integrity and Professionalism are important for a shared understanding and effective collaborative functioning within university departmentsStaff teams can be structured around professional and personal development needsManagerial support, staff participation and an experienced facilitator is vital for successful cultural change. Despite being UK based, we believe these experiences to be transferable across jurisdictions and of interest to international readers.Six Keywords/PhrasesCulture change, nursing, higher education, shared decision-making, values, shared governance.",
keywords = "Culture change, nursing, higher education, shared decision-making, values, shared governance.",
author = "Brian McGowan and Deborah Goode",
note = "Reference text: Adelman, C. (1993) Kurt Lewin and the origins of action research. Educational Action Research. Vol. 1. No. 1. pp 7-24. doi: 10.1080/0965079930010102. Bamford-Wade, A. and Spence, D. (2012) Shared governance: A vehicle for engagement and change. Nurse Education Today. Vol. 32. No. 3. pp 191-194. doi: http://dx.doi.org/10.1016/j.nedt.2011.12.009. Boal, A. (2002) Games for Actors and Non-actors. (Second edition). London: Routledge. Buchanan, D.A. and Huczynski, A. (2010) Organizational behaviour: an introductory text. (Seventh edition). Financial Times Prentice Hall, Harlow. Burman, E. (2006) Emotions and Reflexivity in Feminised Education Action Research. Educational Action Research, vol. 14, no. 3, pp. 315-332. doi: 10.1080/09650790600847636 Drennan, D. (1992) Transforming company culture: getting your company from where you are now to where you want to be. London: McGraw-Hill. Giddens. A. (2006). Organisations and Networks. Sociology. (Fifth edition). Cambridge. Polity. Pp634-680. Gill, R. (2011) Theory and practice of leadership. London: Sage. Guba, E.G. and Lincoln, Y.S. (1989) Fourth generation evaluation. Newbury Park, California: Sage Publications. Handy, C. B. (1993) Understanding Organisations. (Fourth edition). London. Penguin Kemmis, S. (2009) Action Research as a Practice-Based Practice. Educational Action Research. Vol. 17. No. 3. pp 463-474. doi: 10.1080/09650790903093284 Klonek, F. E. Lehmann-Willenbrock, N. and Kauffeld, S. (2014) Dynamics of resistance to change: A sequential analysis of change agents in action. Journal of Change Management. Vol. 17. No. 3. pp 334-360. doi: 10.1080/14697017.2014.896392 Manley, K., Sanders, K., Cardiff, S. and Webster, J. (2011) Effective workplace culture: the attributes, enabling factors and consequences of a new concept. International Practice Development Journal. Vol. 1. No. 2. Article 1. Retrieved from: http://www.fons.org/library/journal/volume1-issue2/article1. (Last accessed 7th June 2016). Manley, K., O'Keefe, H., Jackson, C., Pearce, J. and Smith, S. (2014). A shared purpose framework to deliver person-centred, safe and effective care: organisational transformation using practice development methodology. International Practice Development Journal. Vol. 4. No. 1. Article 2. Retrieved from: http://www.fons.org/library/journal/volume4-issue1/article2 . (Last accessed 7th June 2016). Marquis, B.L. and Huston, C.J. (2015). Leadership roles and management functions in nursing: theory and application. (Eighth international edition). Philadelphia: Wolters Kluwer. Martin, J., McCormack, B., Fitzsimons, D. and Spirig, R. (2014). The importance of inspiring a shared vision. International Practice Development Journal. Vol. 4. No. 2. Article 4. Retrieved from http://www.fons.org/library/journal/volume4-issue2/article4 . (Last accessed 7th June 2016). McCormack, B., Manley, K., Kitson, A., Titchen, A. and Harvey, G. (1999). Towards practice development - a vision in reality or a reality without vision? Journal of Nursing Management. Vol. 7. No. 5 pp. 255-264. doi: 10.1046/j.1365-2834.1999.00133. McCormack, B. and McCance, T.V. (2006). Development of a framework for person-centred nursing. Journal of Advanced Nursing. Vol. 56. No. 5. pp. 472-479. doi: 10.1111/j.1365-2648.2006.04042. McCormack, B. and McCance, T. (2010). Person-Centred Nursing: Theory and Practice. Chichester. West Sussex: John Wiley & Sons Ltd. McCormack, B., McGowan, B., McGonigle, M., Goode, D., Black, P. & Sinclair, M. (2014). Exploring 'self' as a person-centred academic through critical creativity: a case study of educators in a school of nursing. International Practice Development Journal. Vol. 4. No. 2. Article 3. Retrieved from http://www.fons.org/library/journal/volume4-issue2/article3 . (Last accessed 7th June 2016). Murray, R. (2013). Writing for academic journals. (Third edition). Maidenhead: McGraw Hill Education. Pawson, R. and Tilley, N. (1997). Realistic evaluation. London: Sage. Porter-O'Grady, T. and Malloch, K. (2015). Leadership in Nursing Practice: Changing the Landscape of Health Care. (Second edition). Burlington. Jones and Bartlett Learning. Rolfe, G., Jasper, M. & Freshwater, D. (2011). Critical reflection in practice: generating knowledge for care. Basingstoke. Palgrave Macmillan. Scott, A. (2013). Don’t fix – facilitate: the role of reflection in successful change management. International Practice Development Journal. Vol. 3. No. 1. Article 7. Retrieved from http://www.fons.org/library/journal/volume3-issue1/article7 . (Last accessed 10th August 2016). Shaw, T. (2012). Unravelling the consequence of practice development: an exploration of the experiences of healthcare practitioners. International Practice Development Journal. Vol. 2. No. 2. Article 2. Retrieved from http://www.fons.org/library/journal/volume2-issue2/article2 . (Last accessed 11th August 2016). Smollan, R.K. and Sayers, J.G. (2009). Organizational Change and Emotions: A qualitative Study. Journal of Change Management. Vol. 9. No. 4. Pp.435-457. doi: 10.1080/14697010903360632 Titchen, A. & Binnie, A. (1993). {"}A Unified Action Research Strategy in Nursing{"}, Educational Action Research. Vol. 1. No. 1. pp. 25. doi: 10.1080/0965079930010103 Van Manen, M. (1990). Researching Lived Experience: Human Science for an Action Sensitive Pedagogy. Albany. State University of New York Press. Waddington, K. (2016). The compassion gap in UK universities. International Practice Development Journal. Vol. 6. No. 1. Article 10. Retrieved from http://www.fons.org/library/journal/volume6-issue1/article10 . (Last accessed 11th August 2016). doi: 10.19043/ipdj.61.010",
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N1 - Reference text: Adelman, C. (1993) Kurt Lewin and the origins of action research. Educational Action Research. Vol. 1. No. 1. pp 7-24. doi: 10.1080/0965079930010102. Bamford-Wade, A. and Spence, D. (2012) Shared governance: A vehicle for engagement and change. Nurse Education Today. Vol. 32. No. 3. pp 191-194. doi: http://dx.doi.org/10.1016/j.nedt.2011.12.009. Boal, A. (2002) Games for Actors and Non-actors. (Second edition). London: Routledge. Buchanan, D.A. and Huczynski, A. (2010) Organizational behaviour: an introductory text. (Seventh edition). Financial Times Prentice Hall, Harlow. Burman, E. (2006) Emotions and Reflexivity in Feminised Education Action Research. Educational Action Research, vol. 14, no. 3, pp. 315-332. doi: 10.1080/09650790600847636 Drennan, D. (1992) Transforming company culture: getting your company from where you are now to where you want to be. London: McGraw-Hill. Giddens. A. (2006). Organisations and Networks. Sociology. (Fifth edition). Cambridge. Polity. Pp634-680. Gill, R. (2011) Theory and practice of leadership. London: Sage. Guba, E.G. and Lincoln, Y.S. (1989) Fourth generation evaluation. Newbury Park, California: Sage Publications. Handy, C. B. (1993) Understanding Organisations. (Fourth edition). London. Penguin Kemmis, S. (2009) Action Research as a Practice-Based Practice. Educational Action Research. Vol. 17. No. 3. pp 463-474. doi: 10.1080/09650790903093284 Klonek, F. E. Lehmann-Willenbrock, N. and Kauffeld, S. (2014) Dynamics of resistance to change: A sequential analysis of change agents in action. Journal of Change Management. Vol. 17. No. 3. pp 334-360. doi: 10.1080/14697017.2014.896392 Manley, K., Sanders, K., Cardiff, S. and Webster, J. (2011) Effective workplace culture: the attributes, enabling factors and consequences of a new concept. International Practice Development Journal. Vol. 1. No. 2. Article 1. Retrieved from: http://www.fons.org/library/journal/volume1-issue2/article1. (Last accessed 7th June 2016). Manley, K., O'Keefe, H., Jackson, C., Pearce, J. and Smith, S. (2014). A shared purpose framework to deliver person-centred, safe and effective care: organisational transformation using practice development methodology. International Practice Development Journal. Vol. 4. No. 1. Article 2. Retrieved from: http://www.fons.org/library/journal/volume4-issue1/article2 . (Last accessed 7th June 2016). Marquis, B.L. and Huston, C.J. (2015). Leadership roles and management functions in nursing: theory and application. (Eighth international edition). Philadelphia: Wolters Kluwer. Martin, J., McCormack, B., Fitzsimons, D. and Spirig, R. (2014). The importance of inspiring a shared vision. International Practice Development Journal. Vol. 4. No. 2. Article 4. Retrieved from http://www.fons.org/library/journal/volume4-issue2/article4 . (Last accessed 7th June 2016). McCormack, B., Manley, K., Kitson, A., Titchen, A. and Harvey, G. (1999). Towards practice development - a vision in reality or a reality without vision? Journal of Nursing Management. Vol. 7. No. 5 pp. 255-264. doi: 10.1046/j.1365-2834.1999.00133. McCormack, B. and McCance, T.V. (2006). Development of a framework for person-centred nursing. Journal of Advanced Nursing. Vol. 56. No. 5. pp. 472-479. doi: 10.1111/j.1365-2648.2006.04042. McCormack, B. and McCance, T. (2010). Person-Centred Nursing: Theory and Practice. Chichester. West Sussex: John Wiley & Sons Ltd. McCormack, B., McGowan, B., McGonigle, M., Goode, D., Black, P. & Sinclair, M. (2014). Exploring 'self' as a person-centred academic through critical creativity: a case study of educators in a school of nursing. International Practice Development Journal. Vol. 4. No. 2. Article 3. Retrieved from http://www.fons.org/library/journal/volume4-issue2/article3 . (Last accessed 7th June 2016). Murray, R. (2013). Writing for academic journals. (Third edition). Maidenhead: McGraw Hill Education. Pawson, R. and Tilley, N. (1997). Realistic evaluation. London: Sage. Porter-O'Grady, T. and Malloch, K. (2015). Leadership in Nursing Practice: Changing the Landscape of Health Care. (Second edition). Burlington. Jones and Bartlett Learning. Rolfe, G., Jasper, M. & Freshwater, D. (2011). Critical reflection in practice: generating knowledge for care. Basingstoke. Palgrave Macmillan. Scott, A. (2013). Don’t fix – facilitate: the role of reflection in successful change management. International Practice Development Journal. Vol. 3. No. 1. Article 7. Retrieved from http://www.fons.org/library/journal/volume3-issue1/article7 . (Last accessed 10th August 2016). Shaw, T. (2012). Unravelling the consequence of practice development: an exploration of the experiences of healthcare practitioners. International Practice Development Journal. Vol. 2. No. 2. Article 2. Retrieved from http://www.fons.org/library/journal/volume2-issue2/article2 . (Last accessed 11th August 2016). Smollan, R.K. and Sayers, J.G. (2009). Organizational Change and Emotions: A qualitative Study. Journal of Change Management. Vol. 9. No. 4. Pp.435-457. doi: 10.1080/14697010903360632 Titchen, A. & Binnie, A. (1993). "A Unified Action Research Strategy in Nursing", Educational Action Research. Vol. 1. No. 1. pp. 25. doi: 10.1080/0965079930010103 Van Manen, M. (1990). Researching Lived Experience: Human Science for an Action Sensitive Pedagogy. Albany. State University of New York Press. Waddington, K. (2016). The compassion gap in UK universities. International Practice Development Journal. Vol. 6. No. 1. Article 10. Retrieved from http://www.fons.org/library/journal/volume6-issue1/article10 . (Last accessed 11th August 2016). doi: 10.19043/ipdj.61.010

PY - 2016/11/16

Y1 - 2016/11/16

N2 - Background and contextThe structure of higher education departments tend to be hierarchical and we were no exception. However, changes in the way nursing education was provided, internal growth and development followed by a period of austerity, presented our school with an unprecedented opportunity. We found ourselves in a position where we had an opportunity to change. AimsThe aim of the paper is to share our reflections on the process and outcomes from a culture change project in a university department so far. The purpose of this part of the project was to enable creative and collegial opportunities to work together. Conclusions An inclusive culture can make a difference to peoples’ lives and reflect the underpinning principles of person centred practice. This project has enabled us to define our shared purpose, clarify our values, make commitments and set standards. Overall, though it has allowed us to see each other as people emerged from behind a faceless organisational structure.Implications for practice The values of Inclusiveness, Integrity and Professionalism are important for a shared understanding and effective collaborative functioning within university departmentsStaff teams can be structured around professional and personal development needsManagerial support, staff participation and an experienced facilitator is vital for successful cultural change. Despite being UK based, we believe these experiences to be transferable across jurisdictions and of interest to international readers.Six Keywords/PhrasesCulture change, nursing, higher education, shared decision-making, values, shared governance.

AB - Background and contextThe structure of higher education departments tend to be hierarchical and we were no exception. However, changes in the way nursing education was provided, internal growth and development followed by a period of austerity, presented our school with an unprecedented opportunity. We found ourselves in a position where we had an opportunity to change. AimsThe aim of the paper is to share our reflections on the process and outcomes from a culture change project in a university department so far. The purpose of this part of the project was to enable creative and collegial opportunities to work together. Conclusions An inclusive culture can make a difference to peoples’ lives and reflect the underpinning principles of person centred practice. This project has enabled us to define our shared purpose, clarify our values, make commitments and set standards. Overall, though it has allowed us to see each other as people emerged from behind a faceless organisational structure.Implications for practice The values of Inclusiveness, Integrity and Professionalism are important for a shared understanding and effective collaborative functioning within university departmentsStaff teams can be structured around professional and personal development needsManagerial support, staff participation and an experienced facilitator is vital for successful cultural change. Despite being UK based, we believe these experiences to be transferable across jurisdictions and of interest to international readers.Six Keywords/PhrasesCulture change, nursing, higher education, shared decision-making, values, shared governance.

KW - Culture change

KW - nursing

KW - higher education

KW - shared decision-making

KW - values

KW - shared governance.

U2 - 10.19043/ipdj.62.008

DO - 10.19043/ipdj.62.008

M3 - Article

VL - 6

JO - International Practice Development Journal

T2 - International Practice Development Journal

JF - International Practice Development Journal

SN - 2046-9292

IS - 2

ER -