Chaos and complexity theory in health care

Chaos and Complexity Theory in Health Care

Every organization must be considered the sum of its parts: the people, problems, and tools within it. Together, these parts shape the face of the institution and make it unique. When coming into a new organization, one should not presume that anything is so just because “that’s the way it was done at my other institution.” Different organizations have varying structures and approaches to management, and newcomers may find the environment confusing at first.

Consumers of health care expect predictable, safe, and quality care. Recall from the readings that organizational theory attempts to explain how organizations are structured and managed. Based on this week’s readings and what has been presented on organizational theory, respond to the following:

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• Do chaos theory and complexity theory have any place in health care systems? Why or why not?

Support your response with references from the professional nursing literature.

Required Resources

This page contains the Learning Resources for this week. Be sure to scroll down the page to see all of the assigned resources for this week. To view this week’s media resources, please use the streaming media player below.

Media

• Video: Laureate Education, Inc. (Executive Producer). (2010). Leadership competencies in nursing and healthcare: Implementing organizational change. Baltimore: Author.
  • Note: The approximate length of this media piece is 13 minutes.

    This week, the experts discuss organizational theory, organizational culture, and the role of the nurse in implementing organizational change.

Readings

• Course Text: Effective Leadership and Management in Nursing (8th ed.)
  
• • Chapter 2, “Designing Organizations”

    In Chapter 2, the authors discuss various forms of organizational theory and how to employ these theories in differing working environments. A leader should pay close attention to the needs of an institution, as well as to the culture of its workforce. This chapter gives several strategies for engaging the workforce so that they may feel like valued participants throughout the change process.

    
     

  • Chapter 5, “Initiating and Managing Change”

    Chapter 5 examines the necessity for organizations to change to meet the needs of patients and to keep up with improvements in medicine. As the state of health care is always in rapid flux, nurses need to be leaders, bringing new ideas to their institutions. The chapter discusses change theories and connects them with the nursing process. Change strategies are also explored, as well as how to handle resistance.

• Course Text: Nursing: Scope & Standards of Practice
  Retrieved from the Walden Library databases.
   
  • “Standards of Nursing Practice”

    This section provides an overview of the steps nurses take in patient care, from diagnoses to treatment. Emphasis is given to the nurse’s role as planner and strategist in devising a care program for the individual patient.

    
     

• Course Text: Guide to the Code of Ethics for Nurses: Interpretation and Application
  Retrieved from the Walden Library databases.
   
  • “Provision 2”

    Provision 2 states that the patient is the central figure in all nursing theories. The author explores the historical underpinnings of this provision and explains that nurses must approach each case as an ethical dilemma. They must strive to learn about their patients in order to provide care that is best for the patient, even if this care isn’t a textbook solution.

    
     

• Diers, D., Hendrickson, K., Rimar, J., & Donovan, D. (2013). Understanding Nursing Units With Data and Theory. Nursing Economic$, 31(3), 110-117.
  Retrieved from the Walden Library databases.

With these Learning Resources in mind, please proceed to the Discussion.