Communication in a shared governance hospital: Managing emergent paradoxes

Abstract

Shared Governance (SG) is a model of employee participation that is increasingly being implemented in hospitals. This paper examines communication processes that occur in SG by providing a case study of a Nursing Department at Western Hospital A review of literature related to SG in professional nursing provides a background for introducing a chronology of implementation in Western Hospital. Data was collected in long interviews conducted with 15 bedside/staff nurses. Nurse accounts revealed paradoxes that paralyze the SG process. Forms of paradox are discussed and examples of paradox are identified. Leaders must determine priorities in managing on‐site paradox and suggestions are offered for working within paradoxes to enhance organizational functioning.