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Module 03 Discussion-Nurse Leader and Manager Decisions.

The DECIDE framework outlines a six step process for decision making that can be used by healthcare leaders and managers. It was applied to address overcrowding in a hospital's emergency department, where separating adult and pediatric cases into different rooms and expanding the size of the emergency room was selected as the best solution. The implementation and effects were then evaluated and monitored.

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22 views2 pages

Module 03 Discussion-Nurse Leader and Manager Decisions.

The DECIDE framework outlines a six step process for decision making that can be used by healthcare leaders and managers. It was applied to address overcrowding in a hospital's emergency department, where separating adult and pediatric cases into different rooms and expanding the size of the emergency room was selected as the best solution. The implementation and effects were then evaluated and monitored.

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© © All Rights Reserved
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Decision-Making Process

The DECIDE framework is a planned resource for healthcare leaders and managers when
utilizing important elements of decision-making. It allows managers to enhance their skills for
decision-making which can lead to more informed choices. The Model is an acronym for six
steps involved in decision making, namely: Defining the problem, Establishing criteria,
considering alternatives, Identification of the best alternative, Development and implementing
an action plan, and Evaluation and monitoring the solution and feedback when appropriate
(Guo, 2020).

DECIDE framework can be applied to different scenarios within the healthcare environment. For
example, I worked in a local facility that was experiencing overcrowding. The challenges posed
by this problem pushed the management into finding the best solution. The hospital's
emergency department host clients with minor cuts and bruises as well as trauma cases. After
many complaints of long wait from the patients and family members, the management decided
to seek a permanent solution. They developed a criterion that supported the organization's
mission, culture, and values. They came up with three criteria, including preserve, achieve, and
avoid. The goal was to achieve more satisfied clients and families, faster patient response, and
more motivated staff. Besides, they wanted to avoid having unhappy patients and the loss of
clients to rivals. In the same vein, they wanted to preserve high employee and patient
satisfaction with the facility and the quality of healthcare provided.

Through consultation and brainstorming, the manager identified various alternatives such ad
expediting the process of admitting patients to the hospital from the emergency room, not
doing anything about the situation, educating the clients about the roles of emergency rooms,
improving coordination and communication among organizational departments, not providing
primary medical care services in the emergency room, sending patients to the neighboring
hospitals, and increasing the number f beds in the emergency room. In the identification stage,
the management settled on the idea of separating an adult from pediatric emergency room
cases, increasing the size of the emergency room to provide additional space, and redesigning it
to include separate entrances to deal with overcrowding. In the development and
implementation stage, it was noted that the expansion of the ERs will need a capital
improvement plan and resource allocation, including a timetable for the anticipated completion
date and a budget. During the evaluation and monitoring phase, the management noted the
need to check that patients are in each separate ER. The management was asked to consider
other alternatives like hiring more personnel to reduce workload in the ERs to deliver efficient
and prompt care.

References
Guo, K. L. (2020). DECIDE: a decision-making model for more effective decision making by
health care managers. The health care manager, 39(3), 133-141.

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