Introduction
It is no surprise that most healthcare organizations have to deal with organizational changes to meet the market’s current demands. Most crucially, a restructuring may free a company from onerous financial commitments and assist it in developing a strategy to, among other things, increase future profitability and efficiency. In terms of this essay, the American Association of Critical-Care Nurses (AACN) will be analyzed.
Discussion
The AACN is the most prominent specialty nursing organization in the world, which represents the interests of more than 500,000 nurses. This healthcare organization is unique since it acknowledges the unbreakable connections between a great workplace, good nursing practice, and successful patient outcomes. The AACN Synergy Model for Patient Care further demonstrates the superiority of nursing practice when it attends to the needs of patients and their families. To create work settings that are safe, healing, compassionate, and respectful of the rights, obligations, and contributions of all people—including patients, their families, and nurses—AACN has made a strategic commitment to doing so. The AACN has an excellent leadership culture that has undergone many changes but aims to improve.
To begin with, the AACN has an authentic leadership culture. The AACN emphasizes good decision-making, genuine teamwork, effective communication, meaningful recognition, adequate personnel, and authentic leadership. Before achieving this, the organization had to undergo many changes. Acute and critical care nurses agreed to concentrate their efforts in 2001 on developing nurse work conditions that support excellence in communication. Since then, AACN has closely monitored the state of the nursing workplace. The first nationwide study of Critical Care Nurse Work Environments was completed in 2006 by the organization, and the results provided baseline evidence of the condition of the work environment for critical care nurses. Additional information on the state of this crucial connection between nurses and the places where they care for patients was supplied by the findings of later AACN investigations of the work environment. Since 2016, the standards and the vital components they are related to serve as a crucial framework for this organization since they encourage the healthcare team to be productive in their job (Ulrich, et al., 2019). By maintaining achievable goals and celebrating open communication, the AACN became one of the most prominent American healthcare organizations.
By understanding the aspiration of the AACN, it is fair to state that it promotes a transparent service environment that aspires to achieve mutual trust. To encourage teamwork and support diversity, this organization pays careful attention to the nurses’ job satisfaction since it is correlated with improving organizational outcomes, such as nurses’ retention (Hetland, et al., 2018). A substantial degree of employee dedication is also encouraged by the AACN corporate culture by clearly articulating the organization’s mission and goals. For instance, registered nurses with the AACN actively make policies, supervise, and assess clinical treatment, and manage organizational operations (Ulrich, et al., 2019). This approach is valuable since it allows the leading managers to cooperate with AACN participants to achieve their goals together. Furthermore, to understand the leading change, it is crucial to analyze how the AACN’s leadership promotes improvements within their organization. It provides a wide variety of opportunities for ongoing learning. For instance, considerable attention is paid to fostering lifelong learning, personal reflection, and professional growth, which is implied in real life through educational courses (Overbay, 2018).
As an organization that realizes it has to keep changing for the better to become more efficient, the AACN supports responding to many challenges while improving its policies. For example, the COVID-19 outbreak was a massive challenge for the AACN’s development since it required medical workers to be fast and responsible in treating patients. To ensure that nurses and their teams have the standards and tools necessary to deliver high-quality care and to remain safe in the face of infectious transmission, the AACN began redesigning its organizational guidelines (Rosa, et al., 2020). As a responsible healthcare organization, the AACN succeeded in leading the process toward overcoming the coronavirus pandemic.
From the organization’s history, it is possible to state that the American Association of Critical-Care Nurses pays attention to following its mission, objectives, and priorities. The AACN was a pioneer in recognizing the value and characteristics of a healthy workplace. Its goal is to build a healthcare system that is centered on the needs of patients and their families and to which acute and critical care nurses can contribute as fully as possible (Ulrich et al., 2019). The AACN aims to further its objective of giving critical care nurses the technical knowledge and the power to keep their commitments to patients and their families during their most urgent circumstances.
Conclusion
The AACN develops deliberate decision-making procedures that guarantee respect for each person’s rights, take into account all relevant viewpoints, and establish specific responsibilities. Additionally, it has policies at all levels for fairly and effectively assessing the outcomes of choices, including delayed decisions and indecisions. By encouraging diversity of thought and supporting innovation, the AACN is open to new challenges, letting the organization keep moving towards better leadership strategies.
References
Hetland B., McAndrew N., Perazzo J., & Hickman R. (2018). A qualitative study of factors that influence active family involvement with patient care in the ICU: survey of critical care nurses. Intensive and Critical Care Nursing, 44 (1), 67-75. Web.
Overbay D. (2018). The Perceptions and experiences on professional caring dispositions in online and hybrid nursing programs among veteran nursing educators. Doctor of Education (EdD), 111 (1), 1-78. Web.
Rosa W., Ferrell B., & Wiencek C. (2020). Increasing critical care nurse engagement of palliative care during the COVID-19 pandemic.Crit Care Nurse, 40 (6), 28-36. Web.
Ulrich B., Barden C., Cassidy L., & Varn-Davis N. (2019). Critical care nurse work environments: findings and implications.Crit Care Nurse, 39 (2), 67–84. Web.