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Crit Care Nurse 2002 Apr; 22(2): 134
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Christman's Pearls

Survival Kit for Nurse Managers

Luther Christman, RN, PhD

A prolific speaker and author, Luther Christman has been dean and director of nursing at Vanderbilt University and Rush University, and a researcher and associate professor of nursing at the University of Michigan Institute for Social Research. He has headed the reorganization and development of the state mental health programs in 2 states. He served as consultant and lecturer in 13 countries. Christman is a fellow in the American Association for the Advancement of Science and the American Association of Applied Anthropology. In 1999, he was designated as the outstanding alumnus of the Michigan State University College of Behavioral Sciences. He is the 2002 recipient of the AACN Marguerite Rodgers Kinney Award for a Distinguished Career.

These concepts were developed by Dr Christman in 1982. Look for more wisdom from Dr Christman in subsequent issues of CRITICAL CARE NURSE.

These concepts are not listed in any order of priority.

{blacksquare}Be clinically competent in an area of nursing practice.
{blacksquare}Employ negotiation strategies rather than confrontation tactics; compromise is the name of the game.
{blacksquare}Promote interdependence and trust between groups rather than the autonomy of nurses. Cooperation is more valued than independence. Without trust, nothing works.
{blacksquare}Decentralize decision making. Give authority, but monitor regularly for responsible and accountable behavior.
{blacksquare}Discuss and plan around patient needs rather than the needs of the nursing department. The nursing budget should reflect the "fair share" portion of the economic pie required to implement the program.
{blacksquare}Learn the methods of science. Use the scientific methods of analysis. The term "problem solving" is much looser and may not connote the same rigor.
{blacksquare}Develop an organizational design that emphasizes accountability.
{blacksquare}Keep formal communication channels free of clutter. The more the informal system carries the communication burden, the greater the pathology in the communication system.
{blacksquare}Establish a just system of rewards. It should recognize and acknowledge worth. Monitor the system to be certain it is operating consistently and fairly.
{blacksquare}The burden for innovation, behavioral modeling of competence, establishment of morale and work climate, and demonstration of cooperative patterns of behavior start sat the top. The responsibility for these efforts cannot be delegated. It can only be emulated.
{blacksquare}Use management information systems. Data are more reliable than opinions. Be flexible and select from the best alternatives.
{blacksquare}Do not become addicted to any one conceptual model of theory of organizations.
{blacksquare}Do not accept that there can be a theory of nursing. Nurses use theory from the fundamental sciences, but the profession itself is empirical.
{blacksquare}Involve the staff in pilot innovations to improve the quality of patient care.
{blacksquare}Do not be the last to adopt innovation and change.
{blacksquare}Have a priority list of desired goals and objectives. However, do not be captive to an imaginary or desired time schedule. Be opportunistic and implement out of a prescheduled order if the timing and opportunity are present.
{blacksquare}The politically astute live a charmed life. Do not be doctrinaire, compulsive and dogmatic as these traits create major antagonisms.
{blacksquare}Survival, in the long run, depends on being productive.





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