Instructions: Response must be at least 510 words written in current APA format with at least two academic references cited. References must be within the last five years. Response must extend, refute/correct, or add additional nuance. Based on your reading in chapter 60, why do you think the issues presented in this chapter persist in today’s workforce culture? (See textbook 978-0323554985 0323554989; Policy and Politics in Nursing and Healthcare 8e) Purchase the answer to view it
The issues presented in chapter 60 of “Policy and Politics in Nursing and Healthcare” by Mason, Gardner, Outlaw, and O’Grady (2019) continue to persist in today’s workforce culture due to a combination of factors. One of the main reasons is the ongoing struggle for power and control within healthcare organizations. The hierarchical structure of healthcare institutions often leads to power imbalances between different levels of staff, departments, and units. This struggle for power can manifest in various ways, such as ineffective leadership, lack of communication and collaboration, and resistance to change.
In many healthcare organizations, there is a top-down approach to decision-making, where decisions are made by those in positions of authority without soliciting input from frontline staff. This can lead to a lack of ownership and engagement among employees, as they may feel powerless and undervalued. It also prevents the utilization of valuable knowledge and expertise at the frontline, which can hinder the development of effective policies and practices.
Furthermore, ineffective leadership is often a contributing factor to the persistence of the issues presented in chapter 60. Leaders in healthcare organizations may lack the necessary political skills and competencies to navigate the complexities of the healthcare system and influence policy change. This can result in the inability to advocate effectively for nursing and healthcare issues, leading to a lack of representation and influence in policy-making processes.
Another reason for the persistence of these issues is the resistance to change within the healthcare workforce culture. Healthcare professionals are often trained in a particular way and may be resistant to adopting new practices or policies. This resistance can be influenced by various factors, including fear of the unknown, a sense of professional autonomy, and skepticism about the effectiveness of proposed changes. As a result, outdated practices and policies may continue to be perpetuated, even when evidence supports the need for change.
Additionally, the culture of blame and punishment within healthcare organizations contributes to the persistence of these issues. Rather than focusing on systems-level factors that contribute to errors or inefficiencies, blame is often placed on individual workers. This culture of blame creates a fear of reporting errors or speaking up about unsafe conditions, as individuals may fear retribution or disciplinary action. Consequently, issues go unaddressed and persist in the organization, putting patient safety at risk.
Furthermore, the complexity of the healthcare system itself contributes to the persistence of these issues. The healthcare system is intricate, involving multiple stakeholders with diverging interests and priorities. These stakeholders include government agencies, insurance companies, regulatory bodies, healthcare providers, and patients. The competing interests and complex relationships among these stakeholders can hinder the development and implementation of effective policies and practices.
In conclusion, the issues presented in chapter 60 of “Policy and Politics in Nursing and Healthcare” persist in today’s workforce culture due to a combination of factors. These include the struggle for power and control, ineffective leadership, resistance to change, a blame culture, and the complexity of the healthcare system. Addressing these issues requires a multifaceted approach, including promoting shared decision-making, developing effective leadership competencies, fostering a culture of learning and innovation, and addressing systemic factors that contribute to a blame culture. By addressing these root causes, healthcare organizations can work towards creating a workplace culture that promotes collaboration, communication, and the delivery of high-quality care.