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NURS FPX 8010 Assessment 1 Political Landscape Analysis
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A political environment study systematically analyzes and evaluates the various political aspects influencing a particular situation. It includes the evaluation of the formation of political institutions, public opinion, the allocation of power, and the behaviors of politicians (Topp et al., 2021). This study aims to understand governance, predict current trends, and identify anticipated benefits or disadvantages. The main goal of this assessment is to analyze the political context that exists within the entire organization, with a particular focus on the formal and informal power structures that influence relations, decisions, and culture.
Dichotomy of Formal and Informal Power Lines
The case research hierarchical structure demonstrates the formal relationships within the organization, with the CEO as the most formal influencer, followed by CMO and CNO. In addition, the hospitalist team has a significant formal effect as a separate division within the organization through their proposal to relocate the APRNs as well as their design for an LLC. On the obverse of the uniform, informal power systems are more sophisticated. The regular drift of clinical staff, including the CMO, is an untold source of power that has driven the decisions about change, process, and policy, which has been unspoken about tradition and practice in the organization.
Different stakeholders are using other resources. The CMO uses his special authority and knowledge due to his depth of experience and respect in the community. Because of their official leadership position, the CEO might have power. The hospitalist organization employs reward and coercion. For instance, it uses the threat to withdraw hospital privileges for APRNs who opt not to join. As an incentive, it provides qualification for the hospitalist incentive program. The collective resistance of the APRNs reveals that they might have some force.
Some power structures greatly impact the communication, policy, and culture of organizations (Levine et al., 2019). The challenge that has always been associated with nursing is the inability to stretch its influence in a society under the control of physician-centric methods. Additionally, informal recommendations of the CMO signal possible communication failures and unclear processes of decision-making, which can have an impact on the morale of the employees and their confidence in the corporate future. Overall, those power relationships can shape corporate culture, legislation, and even communication, which, to some extent, determines how successful or efficient the healthcare industry is.
Organizational Power Effects on Executive Decision-Making
APNs have to understand the internal workings of the company, while taking into account staff satisfaction and the general well-being of patients. As a possible Chief Nursing Officer (CNO), I would advocate for a collaborative strategy that takes into account the overall goals and strategy of the business, while simultaneously understanding the challenges faced by advanced practice registered nurses (APRNs). In order to make sure that the APRNs’ perspectives are considered during decision-making and to comprehend their concerns, I would seek to engage in conversation with them. As previously stated by Nakamura et al. (2023), this type of approach fosters confidence and empowers advanced practice registered nurses (APRNs) to continually assess the ambiance within their work situation. Secondly, to search for other options that would solve the problems raised by the APRNs and align with the corporate strategic aims, I will closely work with the top management, in particular the CEO and CMO. This may include exploration of other potential collaboration opportunities between psychiatry and nursing departments or working with the hospitalist group to retain the current reporting structure for APRNs (Khadivi et al., 2019).
In backing of my argument, I would cite academic research that highlights the beneficial effects of cross-disciplinary cooperation and shared oversight protocols in health care organizations. Inclusive processes for making decisions have been linked to enhanced employee retention, improved business efficiency, and enhanced treatment of patients, based to studies (Olender et al., 2020). The suggested response seeks to create a culture that fosters teamwork and dignity in individuals for the delivery of quality patient care in an attempt to proactively address the concerns of APRNs inside the organizational power dynamics and evidence-based practice.
Assumptions
Some basic presuppositions that may affect my decision are the beliefs that staff satisfaction and corporate goals go over changes in the organization, that the nursing department interaction with medical departments is needed for effective patient treatment, and that APRN self-sufficiency and competence should be held in high esteem in what they do. In addition, I believe that the senior management is open to criticism and flexible in finding solutions that front-line employees present.
The Impact of Power on Organizational Policy
Power dynamics largely affect the regulatory organization in the healthcare industry with regard to control of resources, stakeholders to be considered, and decisions to be made. Professionally driven motion, political forces, and hierarchical structures influence the policies that determine employee retention, patient treatment, and company performance (Topp et al., 2021). Power dynamics might significantly affect the planned change in corporate policy as far as the transfer of APRNs to the hospitalist division is concerned. The hospital administration traditionally appreciates doctors’ opinions too much, and they have too much power in the decision-making process. The CMO is a highly influential person in the organization with strong community connections and longevity.
NURS FPX 8010 Assessment 1 Political Landscape Analysis
He seems to be consolidating power within the Department of Medicine, as is clear from the support he gives to the move of APRNs to the hospitalist subgroup—authority challenging the power dynamics for the nurse leaders. In addition, the suggestion of tying APRNs’ hospital privileges to their participation in the hospitalist organization further enhances the power that the CMO and the medical leadership possess. The imposition of rewards—in this case, qualification for the physician hospitalist incentive structure—avoids the imbalance of power even more. Consequently, the new CNO is put in a challenging position, which forces her to deal with deeply rooted dynamics of power in the company as she takes the side of the nursing staff. Therefore, the traditional effect of physicians, the role of the CMO, and the suggested policy changes of promoting physician-led initiatives over nurse’s autonomy are the underpinning results.
Sources of Power
The primary offensive goal of the CNO will be achieved in this circumstance through the application of a suitable power source—expertise. The integration of knowledge acquired from inpatient care and nursing practice will be essential for implementing modifications, considering the traditional emphasis on physicians and the position of power vested in chief medical officers (CMOs) and other physician administrators. As the newly appointed Chief Nursing Officer, I am poised to leverage my expertise in nursing leadership and comprehension of the unique requirements of advanced practice registered nurses (APRNs) and patients to champion the organization’s ongoing regard for nursing autonomy and scope of practice. When meeting with the CMO and senior leadership, my position can be enhanced through the use of factual arguments and demonstration of thorough knowledge of nursing roles and responsibilities (Kitson et al., 2021). I can also raise my level of authority and power by collaborating with APRNs and other nursing staff to come up with a number of alternatives that preserve the nursing practice norms and address the needs of the organization. I can advocate for the welfare of nursing personnel and the quality of care given to patients in the hospital sector. I do this by placing expertise as the dominant power resource.
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Conclusion
To sum up, the complexity of the political climate inside the healthcare system is determined by the need to find the right balance between respect for traditional ways and endeavor for diversity and cooperation among all participants. Upon my promotion to the chief nursing officer position, I am dedicated to fostering a culture that promotes just and respectful decision-making among all nursing staff members. By doing so, I will ensure that the perspectives and principles held by each healthcare worker are duly assessed and incorporated into the decision-making process regarding the direction that our company will take.
References
Khadivi, A., Nikbakht Gavgani, A., Khalili, M., Sahebi, L., & Abouhamzeh, K. (2019). Is there a relationship between organizational climate and nurses’ performance? Exploring the impact with staff’s satisfaction as the mediator. International Journal of Healthcare Management, 14(2), 424–427.
https://doi.org/10.1080/20479700.2019.1656859
Kitson, A. L., Harvey, G., Gifford, W., Hunter, S. C., Kelly, J., Cummings, G. G., Ehrenberg, A., Kislov, R., Pettersson, L., Wallin, L., & Wilson, P. (2021). How nursing leaders promote evidence‐based practice implementation at point‐of‐care: A four‐country exploratory study. Journal of Advanced Nursing, 77(5).
https://doi.org/10.1111/jan.14773
Levine, K. J., Carmody, M., & Silk, K. J. (2019). The influence of organizational culture, climate and commitment on speaking up about medical errors. Journal of Nursing Management, 28(1), 130–138.
https://doi.org/10.1111/jonm.12906
Nakamura, H., Rask, M., & Kojo, M. (2023). An open dialogue culture and transformative policy process for sustainability: Exploratory case study of Finland. Journal of Environmental Studies and Sciences, 14(1), 52–68.
https://doi.org/10.1007/s13412-023-00858-1
Olender, L., Capitulo, K., & Nelson, J. (2020). The impact of interprofessional shared governance and a caring professional practice model on staffʼs self-report of caring, workplace engagement, and workplace empowerment over time. JONA: The Journal of Nursing Administration, 50(1), 52–58.
https://doi.org/10.1097/nna.0000000000000839
Topp, S. M., Schaaf, M., Sriram, V., Scott, K., Dalglish, S. L., Nelson, E. M., SR, R., Mishra, A., Asthana, S., Parashar, R., Marten, R., Costa, J. G. Q., Sacks, E., BR, R., Reyes, K. A. V., & Singh, S. (2021). Power analysis in health policy and systems research: A guide to research conceptualisation. BMJ Global Health, 6(11), e007268.
https://doi.org/10.1136/bmjgh-2021-007268
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