Hostname: page-component-8448b6f56d-sxzjt Total loading time: 0 Render date: 2024-04-23T05:31:36.747Z Has data issue: false hasContentIssue false
  • English
  • Français

A Dashboard to Improve the Alignment of Healthcare Organization Decisionmaking to Core Values and Mission Statement

Published online by Cambridge University Press:  20 December 2019

TIMOTHY LAHEY  and
WILLIAM NELSON
Get access Rights & Permissions [Opens in a new window]

Abstract:

The mission and value statements of healthcare organizations serve as the foundational philosophy that informs all aspects of the organization. The ultimate goal is seamless alignment of values to mission in a way that colors the overall life and culture of the organization. However, full alignment between healthcare organizational values and mission in a fashion that influences the daily life and culture of healthcare organizations does not always occur. Grounded in the belief that a lack of organizational alignment to explicit organizational mission and value statements often stems from the failure to develop processes that enable realization of the leadership’s good intentions, the authors propose an organizational ethics dashboard to empower leaders of healthcare organizations to assess the adequacy of systems in place to support alignment with the stated ethical mission.

Keywords

organizational ethicsvalue statementsethical missionhealthcare organizationsorganizational ethics dashboard
Type
Departments and Columns
Information
Cambridge Quarterly of Healthcare Ethics , Volume 29 , Issue 1 , January 2020 , pp. 156 - 162
Copyright
Copyright © Cambridge University Press 2019 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

This CQ section will address ethical challenges arising in the actions and decisions made by health care institutions or a health care system. Organizational ethics articles shift the focus from individual patients to the broader context of the organization, including its mission, values, financial management and health care delivery practices. Readers are invited to contact Bill Nelson to propose a submission at: william.a.nelson@dartmouth.edu

References

Notes

1. Darr, K. Ethics in Health Services Management. Sixth ed. Baltimore: Health Professions Press, Inc.; 2019:1.Google Scholar

2. Nelson, WA. The imperative of a moral compass-driven healthcare organization. Front Health Serv Manage 2013;30(1):39–45.CrossRefGoogle ScholarPubMed

3. See note 1, Darr, 2019:1.

4. Nelson, WA, Forcino, RC, Elwyn, G. Patient-centered organizational statements: Merely rhetoric? A survey of health care leaders. The Health Care Manager (Frederick) 2017;36(4):342–6.CrossRefGoogle ScholarPubMed

5. Nelson, WA, Taylor, E, Walsh, T. Building an ethical organizational culture. The Health Care Manager (Frederick) 2014;33(2):158–64.CrossRefGoogle ScholarPubMed

6. Nelson, WA. Avoiding blinded healthcare leadership. Healthcare Executive 2014;29(6):46, at 8–9.Google ScholarPubMed

7. Sabin, JE. How can clinical ethics committees take on organizational ethics? Some practical suggestions. Journal of Clinical Ethics 2016;27(2):111–6.Google ScholarPubMed

8. Tarzian, AJ, Asbh Core Competencies Update Task Force. Health care ethics consultation: An update on core competencies and emerging standards from the American Society For Bioethics and Humanities’ core competencies update task force. The American Journal of Bioethics 2013;13(2):3–13.CrossRefGoogle ScholarPubMed

9. Cohen, JH, Foglia, MB, Kwong, K, Pearlman, R, Fox, E. How do healthcare employees rate the ethics of their organization? An analysis based on VA IntegratedEthics@ Staff Survey Data. Journal of Healthcare Managagement 2015;60(3):169–84.CrossRefGoogle ScholarPubMed

10. Pearlman, RA, Bottrell, MM, Altemose, J, Foglia, MB, Fox, E. The IntegratedEthicsTM Staff Survey: A tool to evaluate and improve ethical practices in health care. AJOB Primary Research 2013;4(1):7–19.CrossRefGoogle Scholar