Analysis of It's Your Ship or It's Our Ship by Abrashoff - Book Report/Review Example

It's Your Ship OR It's Our Ship: Book Review Introduction “It’s Our Ship” – is but one amongst several texts by retired Navy Captain Michael Abrashoff, authored on the critical subject of leadership. Through identity of key elements vital in the overall integration and effectiveness of a given organizational entity, he is able to examine the aspect of central leadership to success. Accordingly, he portrays the following leadership and management characteristics as being critical to the success of the workforce present: - identification of workforce cohesion, commitment and collaboration; engagement of future workforce; handling of issues concerning generational differences within the workforce, and investment in continual and rapid innovation (R&D processes). The paper aims at delving into central leadership concepts forwarded in the text, relating various qualities of leadership (presented) in terms of their application to nursing. This will involve portraying relations between these concepts, and how such leadership concepts can be utilized successfully in present and future nursing practice. Abrashoff’s Experiences: Influence on His Writing As a former Commander of USS Benfold, his inspirations are drawn from the practical application of leadership skills in any form of environment. This is based upon experience, based upon the fact that when he took command of the ship (USS Benfold), it was amongst the worst performing in the Pacific fleet. Under such contexts as Abrashoff, M. (2006) presents, he was faced with the core issue of a very low (8%) rate of crew retention, amongst other pressing matters. This was a difficult situation given that crew retention is essential to the overall effective and efficient operationalization of the ship, as well as the entire fleet in general. However, by the end of his command, the case scenario was different, with the retention rates almost nearing 100%. Ultimately, the ship he commanded was to win the prestigious Navy’s Spokane Trophy, for its achievement as the best-performing ship within the Pacific fleet. Hence, when he authors his work, he derives this knowledge from experience, exposure and other influences fundamental to the change and success. His success was based on various actions he undertook, i.e. directly meeting with the crew asking for their input through truthful and serious engagement, and essentially communicating to the crew that they were highly valued in the navy. Ultimately, he was to flat out ask them to stay, thereby effectively empowering them to ‘step up’ their efforts, take ownership of their individual and group role-play, and effectively deliver the desired results (Abrashoff, 2006). Leadership Concepts Leadership is envisaged in a variety of way as projected by Harris and Ott (2008), each focused on different elements that are crucial for overall effectiveness and efficiency of a given organizational entity. after all, leadership is about ‘leading an entity or a mass/ population in existing social settings.’ As the role of leading a group of individuals or an organizational entity, leadership involves an array of elements. These are essential in enhancing the positive interaction between the existing workforce and entity stakeholders such as the public, management, shareholders, auxiliary services and various government agencies (Harris & Ott, 2008). Accordingly, as Kitson (2001) eludes, these elements encompass the initial establishment of a clear vision for the organization and subsequent sharing the vision with the workforce for ease of consensus and collaboration. Others include provision of pertinent avenues, methodology, knowledge and information vital towards realization of the organizational vision/ goal, and enhancing both the balancing and coordination of existing or potential conflicting interests within the organization. Thus, leadership entails a leader ‘stepping up’ in periods of crises, enhanced with the ability to not only think, but also act creatively under difficult situational contexts. Unlike management as a concept, leadership cannot be taught; is only learnt and subsequently enhanced through mentoring or coaching. Ultimately, leadership entails the act/ action(s) of aspiring and engaging those under the leader to effectively engage and perform their tasks; towards achieving a set goal or aim (Kitson, 2001). Application in Nursing In nursing, leadership is vital towards effective operationalization of various healthcare settings. In this regard, and by drawing from the text – “It’s Our Ship” –by Michael Abrashoff, various elements are applicable to nursing; individually and in overlapping contexts. These include identifying existing workforce cohesion, commitment and collaboration; engaging with future workforce (interns) and dynamic investment in continual and rapid innovation (R&D processes). For any workforce to effectively interact in any organizational setting there is need for the entity’s leadership to identify the prevailing workforce cohesion. This is in terms of both commitment and collaboration towards achieving the desired results or goal. As Sherman and Elizabeth (2003) portray, there is increasing evidence found in nursing literature on the important and positive impact of an optimal/ healthy working environment. This is in terms of amongst others: improved patient outcomes and organizational performance, as well as staff retention and satisfaction. In this regard, various healthcare-related organizations continue outlining pertinent criteria that captures the ideal setting of a healthy working environment. Accordingly, there is identification of the various elements as vital towards supporting such a healthy work environment. It is upon these elements that management and ultimately the organization’s leadership should focus on, as a means towards the entity’s overall success (Sherman & Elizabeth, 2003). Manion (2005) presents these elements including the presence of a collaborative practice culture, accountability, a communication rich culture, and adequate nursing staff, the presence of competent, expert, credible and visible leadership and recognition of nursing professionals for their meaningful contributions. Others include recognition of the significance of nursing contributions; shared platform for decision-making procedures at all levels, and continuous encouragement of both sustained development/growth and professional practice. Today’s turbulent healthcare environment is continuously challenged by the greater inability to successfully achieve these key elements. Pertinently, the establishment of an optimal/ healthy work environment requires the presence of strong nursing leadership. This should be at all concerned levels within the organizational setting more so at the unit level or point of care (Manion, 2005). This level is where a majority of front line nursing staff carry out their duties, and where critical patient care is ultimately delivered. Influential as Sherman and Elizabeth (2003) further postulate, is that the global healthcare system has experienced continued dynamism, with various changes having occurred within the nursing manager’s role-play especially over the last two to three decades. Amongst these changes includes the aspect of regulatory compliance; issues of nurse staffing and turnover; multiple-unit management, and increased budgetary responsibilities/ oversight. Thus, if a healthy working environment is to be efficiently achieved especially at the unit level/ point of care, there is need to develop and mentor both current and future nurses. This is in terms of unit-level roles, as well as the nurse manager role-play, with pertinent leadership skills being required towards aptly supporting the overall development of healthy working environments (Sherman & Elizabeth, 2003). Building and Sustaining Healthy Nursing Work Environments In order for a healthy working environment to exist, there is need for nurse leaders to support its critical importance. This is in addition to not only authentically living it, but also engaging with others towards achieving such an environment. Accordingly, as Kramer and Schmalenberg (2008) portend, it is only the prevailing staff nurses who can effectively confirm whether there is success. This is in terms of planned and designed initiatives are able to improve overall health of a given work environment. Accordingly, the more accessible nursing leaders are, the more able they are in critically playing the core role of aiding the presence of a platform, for the voicing of nurses’ concerns. Thus, they are able to influence the overall improvement of patient care environments, having addressed pertinent issues of concern to the nursing workforce. Through continuous availability, such nursing leadership can be essential in creating a deeply rewarding organizational culture at the unit level (Kramer & Schmalenberg, 2008). This is by way of constant engagement with staff in terms of development of the nursing profession’s shared values. Accordingly as Aiken et al. (2009) present, this entails engagement in a paradigm shift, from the more traditionally dominant ‘command-and-control’ form (leadership) of staff supervision towards transformational leadership. This necessitates leaders present to enhance their various follower groups in terms of morale building, motivation and performance enhancement. Such a positive relationship between such transformational leadership and overall staff satisfaction is thus supported by a variety of research studies. Accordingly, the failure or lack of such pertinent steps towards building vital organizational cultures of engagement often results in different negative effects (Aiken et al., 2009). Most importantly is that the existing nursing staff often feel the lack of leadership and management support in their work. This may negatively affect the organization through staff making the decision to leave such an environment (high turnover rates). Not only should vibrant and active engagement be with existing staff, but also future/ potential employees, i.e. interns who need to be gradually incorporated within the prevailing work environment. Through support from management and leadership, in terms of organization-level efforts, i.e. the American Achievement of Magnet Recognition Program amongst others, the working environment is substantially improved (Manion, 2005). As portrayed by Harris and Ott (2008), this engages the presence of continued workforce development; increased R&D, dynamic investment in continual and rapid innovation; as well as the need to improve leadership in order to improve overall staff perceptions of leadership support. When these are achieved, there is a general decline in nursing turnover, especially concerning the vital care units. The interrelated and complementary nature of the various elements is best captured in those workplace places that are certified as optimal ‘Magnet practice environments.’ Under such contexts, there are five core components present that include the overarching transformational leadership, enhanced structural empowerment, empirical quality outcomes, continuous improvement, innovations and new knowledge, and exemplary professional nursing practice. When integrated into the organizational culture in any given context, these elements are able to enhance overall workplace efficiency and effectiveness (Harris & Ott, 2008). . Furthermore, through utility of the new leadership approach of the Clinical Nurse Leader role (CNL), there is a greater promotion of healthy work environments. Utility of these elements in current and future nursing practice is achievable. Concerning the identification of workforce cohesion, commitment and collaboration as Manion (2005) avers, it is necessary for the leadership present to inspire and develop workforce integration. This is central in enabling the nurses have a sense of job satisfaction, thereby enhancing greater workforce retention. Accordingly, current workforces require investment in continual and rapid innovation (R&D processes), which aids in the adoption of research-based best practices. These are essential in enhancing overall effectiveness of healthcare procedures undertaken, through a reduction in patient deaths and complications vis-à-vis improved outpatient care provision (Manion, 2005). As is readily known, in order to sustain the capacity, effectiveness and efficiency of any organizational entity, there is need for engagement of future workforce. Such a workforce is vital in supplementing the workforce present, and should therefore be handled with the required sensitivity and care. Different workplace incentives should therefore be offered to not only prevailing employees, but also the future component of such a workforce (the interns). Furthermore, the existing leadership should be well equipped in the handling of issues concerning generational differences within the workforce. This is influenced by the fact that there is need for seamless integration, compatibility and cohesion of the present workforce; be they employed or in their internship levels (Aiken et al., 2009). Conclusion Leadership as portrayed by Michael Abrashoff’s “It’s Our Ship” is thus essential in enhancing overall working conditions, despite the prevailing situational contexts. Accordingly, the presence of leadership that is able to identify the existing workforce collaboration, commitment and cohesion/ integration, aids in enhancing workforce retention. Through engagement of future/ potential workforce (interns), the leadership present is able to aptly deal with issues of workforce capacity. This is in addition to handling pertinent issues of concern regarding generational differences present, thereby enhancing the effective categorization of role-play. Furthermore, through continuous and rapid improvement measures, the general workforce is enhanced in terms of their capacity to deliver. The basis for such improvement should therefore be evidence/ research-based practice that enhances the working environment in terms of nursing contexts, but importantly so, from the patients’ point of view. References Abrashoff, M. (2006). It’s Our/ Your Ship: Management Techniques from the Best Damn Ship in the Navy (1st Ed.). Business Plus. Aiken, L., Clarke, S., Sloane, D., Lake, E., & Cheney, T. (2009). Effects of hospital care environment on patient mortality and nurse outcomes. Journal of Nursing Administration, 39(7/8): 45-51. Harris J., & Ott, K. (2008). Building a business case for the Clinical Nurse Leader role. Nurse Leader, 6(4), 25-28, 37. Kitson, A. (2001). Nursing Leadership: Bringing Caring back to the Future. Quality Health Care, 10(2): ii79-ii84. Manion, J. (2005). Create a positive health care environment. Chicago: Health Forum Inc. Sherman, R & Elizabeth, P. (2003). Growing Future Nurse Leaders to Build and Sustain Healthy Work Environments at the Unit Level. Online Journal of Issues in Nursing (OJIN), vol. 15(1), Manuscript 1. Read More