Ideas Underlying Danish Hospital Planning

Three forms of leadership are frequently identified as prerequisites to the re-humanization of the healthcare system: ‘authentic leadership’, ‘mindful leadership’ and ‘ethical leadership’. In different ways and to varying extents, these approaches all focus on person- or human-centred caring. In a phenomenological action research project at a Danish hospital, the nurses experienced and then described how developing a conscious sense of wonder enhanced their ability to hear, to get in resonance with the existential in their meetings with patients and relatives, and to respond ethically. This ability was fostered through so-called Wonder Labs in which the notion of ‘phenomenon-led care’ evolved, which called for ‘slow thinking’ and ‘slow wondrous listening’. For the 10 nurses involved, it proved challenging to find the necessary serenity and space for this slow and wonder-based practice. This article critiques and examines, from a theoretical perspective, the kind of leadership that is needed to encourage this wonder-based approach to nursing, and it suggests a new type of leadership that is itself inspired by wonder and is guided by 10 tangible elements.

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Clinical indices of institutional stress in relocating to a new hospital

European Psychiatry ◽

10.1016/s0924-9338(11)73167-4 ◽

2011 ◽

Vol 26 (S2) ◽

pp. 1462-1462

Author(s):

J.R. Nurenberg ◽

S. Schleifer

Keyword(s):

State Hospital ◽

Hospital Planning ◽

Before And After ◽

Clinical Indices ◽

Hospital Population ◽

New Facility

Relocating an entire state hospital population to a new facility poses stress for patients and staff. Preparation for 414 patients (57% hospitalized >2 years) proceeded over 18 months. Several scales for each patient: BPRS, a 4-point transition scale (“none” to “a lot”), and the 5-point Greystone Intrusiveness Measure (GIM) completed. Data are available for 195 patients both before and after the move. Total BPRS decreased from 41.4 + 13.0 < mean+/−sd> to 34.7 + 14.6 (paired t = 6.5, df 194, p < 0.001), and mean GIM from 2.13 + 1.28 to 1.78 + 1.12 (t = 3.8, df 193, p < 0.001). GIM pre-move correlated with concurrent (r = 0.43, p < 0.001) and post-move (r = .24, p < 0.001) BPRS. Anticipated difficulty (35% some/11% a lot) was associated with pre-move BPRS (r = .33;p < 0.001) and GIM (r = .28, p < 0.001), but to only a lesser degree with post-move BPRS (r = .18;p < 0.02) and GIM (r = .16;p < 0.03). Reported post-move difficulties (23% some/6% a lot) were less than expected (t = 3.3, df 194, p < 0.001) and not associated with anticipated difficulties (r = 0.06, p ns). Only 37% of those predicted were reported to have post-move difficulty. Post-move difficulty was associated with pre-move BPRS (r = 0.21, p < 0.01) and GIM (r = 0.17, p < 0.02), more so with the concurrent post-move BPRS (r = 0.46, p < 0.001) and GIM (r = 0.58, p < 0.001). Hospital-wide antipsychotic polypharmacy spiked preceding the move, returning toward baseline in the post-move months. The findings suggest that anticipation of the event was associated with greater clinical stress than the move. The extensive hospital planning may account for both high anticipatory stress and reduced adverse consequences post-move. Clinicians have only a modest ability to predict who will have difficulty with clinical transitions.

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Cost Savings in Hospital Planning Using Computer Simulation

Hospital Topics ◽

10.1080/00185868.1980.9954834 ◽

1980 ◽

Vol 58 (6) ◽

pp. 18-21

Author(s):

Jac De Jong

Keyword(s):

Computer Simulation ◽

Cost Savings ◽

Hospital Planning

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Dual leadership in a hospital practice

Leadership in Health Services ◽

10.1108/lhs-09-2015-0030 ◽

2017 ◽

Vol 30 (1) ◽

pp. 101-112 ◽

Cited By ~ 3

Author(s):

Bettina Ravnborg Thude ◽

Svend Erik Thomsen ◽

Egon Stenager ◽

Erik Hollnagel

Keyword(s):

Health Care ◽

Qualitative Study ◽

Design Methodology ◽

Leadership Teams ◽

Decision Processes ◽

Power Balance ◽

Structured Interviews ◽

Hospital Practice ◽

Content Type ◽

Danish Hospital

Purpose Despite the practice of dual leadership in many organizations, there is relatively little research on the topic. Dual leadership means two leaders share the leadership task and are held jointly accountable for the results of the unit. To better understand how dual leadership works, this study aims to analyse three different dual leadership pairs at a Danish hospital. Furthermore, this study develops a tool to characterize dual leadership teams from each other. Design/methodology/approach This is a qualitative study using semi-structured interviews. Six leaders were interviewed to clarify how dual leadership works in a hospital context. All interviews were transcribed and coded. During coding, focus was on the nine principles found in the literature and another principle was found by looking at the themes that were generic for all six interviews. Findings Results indicate that power balance, personal relations and decision processes are important factors for creating efficient dual leaderships. The study develops a categorizing tool to use for further research or for organizations, to describe and analyse dual leaderships. Originality/value The study describes dual leadership in the hospital context and develops a categorizing tool for being able to distinguish dual leadership teams from each other. It is important to reveal if there are any indicators that can be used for optimising dual leadership teams in the health-care sector and in other organisations.

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