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Participatory governance: a model for shared decision making.

S Hirsch, L C Shulman

    Social Work in Health Care
    |January 1, 1976
    PubMed
    Summary
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    Direct service practitioners share departmental decision-making responsibility with directors. This collaborative approach supports professional growth, with authors outlining associated risks and rewards for this evolutionary process.

    Area of Science:

    • Healthcare Management
    • Organizational Psychology

    Background:

    • Departmental decision-making traditionally resides with directors.
    • Increasing emphasis on collaborative models in healthcare settings.
    • Need for structured frameworks to support shared governance.

    Purpose of the Study:

    • To explore the concept of shared decision-making between directors and direct service practitioners.
    • To delineate the risks and rewards associated with this collaborative model.
    • To provide a framework for implementing shared governance in departmental settings.

    Main Methods:

    • Conceptual analysis of shared governance principles.
    • Facilitation of premises and structures for collaborative decision-making.
    • Delineation of potential risks and rewards through expert consultation (details not specified in abstract).

    Related Experiment Videos

    Main Results:

    • Shared decision-making is viewed as a collateral responsibility for practitioners.
    • The process is considered consonant with professional growth and evolutionary.
    • A framework for understanding risks and rewards has been established.

    Conclusions:

    • Empowering direct service practitioners in decision-making fosters professional development.
    • Implementing shared governance requires careful consideration of risks and rewards.
    • This model represents a progressive evolution in departmental management.