NR 534 Week 7 Discussion; Attributes of a Transformational Healthcare System

2 care, and need leaders with out-of-the-box thinking to inspire needed change in healthcare (Khan et al., 2018). Characteristics of a learning organization have "systems thinking, personal mastery, mental models, shared vision and team learning" (Ward et al., 2018, p. 474). Healthcare companies structured in organizational learning have leaders and employees capable of visualizing what is not apparent, connecting all entities into a puzzle, and pushing the same thinking throughout the entire system. Leaders and employees are encouraged to maintain continued learning to create new techniques and evidence-based processes, to implement updated practices throughout the organization. Inspire integrated culture views to practices, inspiring cultural diversity to the employees, patients, and communities, and spreading the end goal of future goals through collaboration with members at all levels. Most importantly, building teams for shared collaboration for decision-making tasks, improving their work patterns, and improving system processes. Fundamental leadership styles for learning organizations inspire, encourage, support, nurture, honest, transparent, and committed to their culture and philosophy. Leaders must perform in the perfect picture of the organization's vision, values, and beliefs. An example is the transformational leader has skills that are strategic in creating and inspiring those to develop change, build relationships, interact with others through interdepartmental and intradepartmental relationships, and encourage productivity to generate organizational reliability and responsibility their vision. Based on our lesson on organizational culture and climate assessment, they meet organizational learning. Wellstar Healthcare Systems is an example of CAS with a vast healthcare system that inspires and encourages professional development through continuing education and specialty certification. There is a clinical ladder program to develop and elevate one's position in the organization, which returns implementing that 4 That is a great question. As a leader, I encourage my team to participate in interdisciplinary groups by working with them and getting to know what inspires them and what they are good at. Then you begin to intrigue them with questions on how or what you would do differently to make that part better within the department. Get them to be over organizing the teaching or precepting in what that is. As a part of a department, it is imperative to make each team member feel like they are building something special. I work in a surgical department with many subunits, and when one area is short, we can float to another to support the team. What is different about my organization is that all charge nurses do not do the same thing involving organizational culture. I work side by side with my team daily, supporting them in any way they need. I have set the expectation of reaching higher for greatness in providing top-quality, evidence-based patient care. When my team has to float to the other units, they are constantly getting asked questions like:  Why are you turning over your room?  Why are you wearing a jacket?  This is not same-day surgery!  Deanne is not here! The team replies that this is the policy of the organization and