NR 534 Week 7 Discussion: Attributes of a
Transformational Healthcare System
What are the attributes of the learning organization and how does it align (or support) the complex
adaptive healthcare system? What leadership styles are inherent in learning organizations that may
not be totally supported in a traditional organizational culture? Using the cultural assessment you did
a few weeks ago, how does your current organizational culture and climate align with the learning
organizational attributes? What other information might you need before you could make that
determination? Where would you obtain it? How does your philosophy of leadership and personal
leadership profile align to the attributes of the learning organization? What is the role of the nurse
leader in leading and creating a shift toward becoming a learning organization?
In order for healthcare professionals to grow and develop in their careers, they need to be given
opportunity and experience. This is done in a learning organization, as learning and teaching are
essential to the development of continued healthcare. A learning culture is one that focuses on the
organizations goals, value and mission. It supports practice that encourage both individuals and the
organization. Going further, this then benefits the goals and achievements of the organization and
empowers change and innovation.
A true organizational culture in leadership enables staff to challenge the status quo, critically think and
empower staff to be the best version of themselves. Within a complex adaptive system, there are
multiple apparatuses that produce a successful leadership organization. A leadership team must have a
strong foundation within an institution and encourage staff who are learning to promote organizational
change and follow along with the mission and values. This creates a guide for those to follow with
specific goals in mind to meet.
As I reflect back to my cultural assessment, the organization I work for is a learning organization that
empowers its employees. This is specifically done through shared governance. This organization
empowers nurses to be on committees, creates opportunity and encourages individuals to be involved. I
think this is personally what I love about my job. I have previously worked for an organization that did
not allow staff to have a say or be involved in any decision making. This creates job dissatisfaction and an
overall poor morale in the department.
As for the leadership within each unit, this must be done by leading by example – beginning with
leadership from the most senior and all the way down. Learning and development is essential to the
organization’s success, this must be reflected from those who are superior. Leadership must make it part
of their strategy and culture and make it highly visible and transparent in order to achieve success.
Reference:
Barasa, E. W., Molyneux, S., English, M., & Cleary, S. (2017). Hospitals as complex adaptive systems: A
case study of factors influencing priority setting practices at the hospital level in Kenya. Social Science &
Medicine (1982), 174, 104–112. https://doi.org/10.1016/j.socscimed.2016.12.026
Transformational Healthcare System
What are the attributes of the learning organization and how does it align (or support) the complex
adaptive healthcare system? What leadership styles are inherent in learning organizations that may
not be totally supported in a traditional organizational culture? Using the cultural assessment you did
a few weeks ago, how does your current organizational culture and climate align with the learning
organizational attributes? What other information might you need before you could make that
determination? Where would you obtain it? How does your philosophy of leadership and personal
leadership profile align to the attributes of the learning organization? What is the role of the nurse
leader in leading and creating a shift toward becoming a learning organization?
In order for healthcare professionals to grow and develop in their careers, they need to be given
opportunity and experience. This is done in a learning organization, as learning and teaching are
essential to the development of continued healthcare. A learning culture is one that focuses on the
organizations goals, value and mission. It supports practice that encourage both individuals and the
organization. Going further, this then benefits the goals and achievements of the organization and
empowers change and innovation.
A true organizational culture in leadership enables staff to challenge the status quo, critically think and
empower staff to be the best version of themselves. Within a complex adaptive system, there are
multiple apparatuses that produce a successful leadership organization. A leadership team must have a
strong foundation within an institution and encourage staff who are learning to promote organizational
change and follow along with the mission and values. This creates a guide for those to follow with
specific goals in mind to meet.
As I reflect back to my cultural assessment, the organization I work for is a learning organization that
empowers its employees. This is specifically done through shared governance. This organization
empowers nurses to be on committees, creates opportunity and encourages individuals to be involved. I
think this is personally what I love about my job. I have previously worked for an organization that did
not allow staff to have a say or be involved in any decision making. This creates job dissatisfaction and an
overall poor morale in the department.
As for the leadership within each unit, this must be done by leading by example – beginning with
leadership from the most senior and all the way down. Learning and development is essential to the
organization’s success, this must be reflected from those who are superior. Leadership must make it part
of their strategy and culture and make it highly visible and transparent in order to achieve success.
Reference:
Barasa, E. W., Molyneux, S., English, M., & Cleary, S. (2017). Hospitals as complex adaptive systems: A
case study of factors influencing priority setting practices at the hospital level in Kenya. Social Science &
Medicine (1982), 174, 104–112. https://doi.org/10.1016/j.socscimed.2016.12.026
