Self-organizing Development Teams for Innovative Nursing Care.

Area of Science:

• Nursing
• Organizational Studies
• Healthcare Management

Background:

• Self-organizing teams are increasingly utilized for innovation in healthcare.
• Understanding the dynamics of nurse participation in these teams is crucial for effective implementation.
• Existing leadership theories provide a framework for analyzing emergent organizational structures.

Purpose of the Study:

• To describe the involvement of nurses and nurse leaders in self-organizing teams.
• To explore the process of developing innovative nursing care within these teams.
• To apply theoretical perspectives of caritative nursing leadership and ad hoc organizations.

Main Methods:

• Action research methodology over a 2-year period.
• Involvement of seven self-organizing teams.
• Data collection through fieldwork, interviews (individual and group, formal and informal), and diaries.
• Analysis using the analytical abstraction methodology.

Main Results:

• Teams experienced challenges in designing new structures, metaphorically described as "overcoming the jet lag of bureaucracy."
• Significant investment of time and personal commitment from participants was noted.
• Essential needs included research and leadership support.
• Positive outcomes included evolving collegial collaboration, professional growth, pride, and increased professional security.
• Participants showed a greater willingness for continued education.

Conclusions:

• Self-organizing teams require substantial support to overcome systemic barriers and foster innovation.
• Participant investment and collaborative growth are key to successful team functioning.
• The study underscores the potential for enhanced professional development and security among nurses in innovative team settings.