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Managers' views on and experiences with moral case deliberation in nursing teams
Author(s) -
Weidema Froukje C.,
Molewijk A. C. Bert,
Kamsteeg Frans,
Widdershoven Guy A.M.
Publication year - 2015
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1111/jonm.12253
Subject(s) - deliberation , nursing , nursing management , focus group , health care , psychology , transformative learning , medicine , sociology , political science , pedagogy , politics , anthropology , law
Aims Providing management insights regarding moral case deliberation ( MCD ) from the experiential perspective of nursing managers. Background MCD concerns systematic group‐wise reflection on ethical issues. Attention to implementing MCD in health care is increasing, and managers' experiences regarding facilitating MCD 's implementation have not yet been studied. Method As part of an empirical qualitative study on implementing MCD in mental health care, a responsive evaluation design was used. Using former research findings (iterative procedures), a managers' focus group was organised. Results Managers appreciated MCD , fostering nurses' empowerment and critical reflection – according to managers, professional core competences. Managers found MCD a challenging intervention, resulting in dilemmas due to MCD 's confidential and egalitarian nature. Managers value MCD 's process‐related outcomes, yet these are difficult to control/regulate. Conclusions MCD urges managers to reflect on their role and (hierarchical) position both within MCD and in the nursing team. Implications for nursing management MCD is in line with transformative and participatory management, fostering dialogical interaction between management and nursing team.