Book Review
Shared governance implementation manual
Tim Porter-O'Grady
ISBN: 0 8016 6317 2; 1992; 174 pages; Mosby-Year Book;
Christine Duffield
Faculty of Nursing, Midwifery and Health, University of Technology, Sydney, Sydney NSW
The purpose of this text and the accompanying manual is to provide information to assist in implementing the shared governance model in any clinical setting. In doing so the authors present a compelling argument for moving away from the traditional hierarchical organisational structures with which many of us are familiar. They argue that the preparation of nurse leaders for the future will occur only in a model where nurses at all levels are involved in the decisions about what they do and how they do it. The text is divided into 10 chapters with a variety of contributors.
The chapters are organised logically, moving from the development of a conceptual basis for the model, the ways in which shared governance can be implemented and the effects and/ or benefits for nurses, the nursing profession and the organisation generally. It concludes with a discussion of some of the factors which may shape future directions. The book is designed to provide information regarding the principles and processes associated with introducing a shared governance model rather than a recipe book on how to do so. In this it is successful. There is some repetition in the first 3 chapters where each author presents arguments as to why organisational change is necessary.
As it is likely that those using this text would select chapters which are most applicable to their situation rather than reading the entire text, this overlap is justified. Each chapter can be read in isolation if the reader is seeking specific information. However, the editor advocates that each chapter is essential if implementation is contemplated. The comprehensive nature of this text would leave those wishing to implement shared governance with little doubt as to precisely how to go about doing so, the problems which may be encountered, the results and effects for all concerned. The text is easily read and widely referenced although, as shared governance was first mentioned in the early 1980s, some references are now quite dated. It is, nevertheless, useful as a reference text particularly since the merits or weaknesses of such a model have not been widely debated in this country. The manual contains 8 chapters with 6 appendices. The chapters move from an assessment of the individual's perceptions of what shared governance is, to the manager's and staff perceptions of this model of management. Activities to assist in implementing the model are included throughout.
The appendices provide the names of hospitals which have implemented shared governance, and questionnaires which can be used to assist in the introduction of this model. It should be noted that it appears to be only hospitals in the United States which have implemented shared governance as they are the only hospitals listed. The presentation and style of both the text and manual are of high quality and both certainly fulfil their aim. However the application of this model of management to the Australian context is untested and somewhat uncertain given that collective bargaining is an underlying principle.
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