Collaborative Decision Making through Shared Governance – Health System Example

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"Collaborative Decision Making through Shared Governance" is a perfect example of a paper on the health system. Those in attendance at the meeting include the director of nursing services; Kelly s., the administrator of healthcare services; KBamidele Y., the human resource manager; Carmen M., the accounts manager; Ayanna W., and the case management director; Lisa Miller. This represents an integration of the chain of authority in the healthcare department, in charge of the various policy decisions of such a homecare agency, and the various top management of the homecare agency itself. This integrative composure of the committee meeting is one that entails shared governance and hence shared decision making.

This is because the various stakeholders’ representative parties are represented. This is to say that it is comprised of both the representatives of the state and those of the healthcare agency. As such, the various interests and attributes of the various parties are able to be included in the discussions and hence in the final decision making. This shared governance allows for collaboration among the two bodies and consequently shared decision making and accountability on both their parts pertaining to the issue under view (Burkman, 2012). The interactions in the meeting were representing the cybernetic leadership model and governance among the different positions represented by different committee individuals.

The inclusion of the different individuals is fundamental to ensuring the role-playing of priority setting, performance monitoring, and accountability arrangements (Smith, 2012). While the whole committee interacted in the view of raising the different issues and viewpoints related to the subject matter underhand, they all had their different role plays within the three fundamental positions; priority setting, performance monitoring, and accountability arrangements. The presence of the director of nursing services; Kelly S., and the administrator of healthcare services; KBamidele Y.

is to ensure the representation of the views and opinions of the state with regards to the subject matter. Furthermore, they play the role of priority setting in the issues under discussion. This is in relation to the various state requirements and current state of affairs that they represent. This allows for the discussions and decision-making process to be directed towards a state of dealing with the deemed most important or urgent as per the state and current conditions. The human resource manager's presence; Carmen M.

is a representative of the views ad opinions of the agency’ s workforce in relation to the subject matter under discussion. They also ensure a monitoring role is provided in the chain of discussion, decision making, and implementation of the results. They ensure that the subject matter is adhered to in relation to the key issues or problems that brought about their coming together. The accountability role is also very vital as it ensures all steps are taken and decisions made are in full realization of the mandates of both parties and the issues under discussion.

The accounts manager; Ayanna W., and the case management director; Lisa Miller play this role of accountability in the process. They ensure that the committees’ meeting is directive both in terms of the financial expenditures, requirements, and decisions undertaken, and the manner of conduct both within the meeting and in the implementation of the decisions that are arrived upon in accordance with the agreements made upon them. The committee meeting represents a form of the democratic collaborative decision-making process.

This is one that includes the views of all parties, has equal representations, and uses shared role-playing.                        


Burkman, K. (2012). An integrated system's nursing shared governance model: a system chief nursing officer's synergistic vehicle for leading a complex health care system. Nursing Administration Quarterly, 36(4), 353-361.

Smith, P. (2012). Leadership and governance in seven developed health systems. Health Policy, 106(1), 37-49.

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