Evidently, problematic issues are efficiently solved when shared-purpose perspectives are utilized compared to when other significant variables are opted-out or disregarded whereas their contribution can be consequential (Manley, 2014). Supposedly, the Emergency Nurses Association (ENA) is faced with an issue of malfunctioning where it is allegedly blamed for misleading a health care institution, concerned with children’s welfare, after the publication of inappropriate guidelines regarding emergency care of children with various disorders. Although the institution is required to be competent in its duties to the patients involved regardless of the existing external influences, the organization’s relevancy is highly recognized and plays a critical role in guiding the health units in the provision of services to the patients. Hence, the malfunctioning can be partially attributed to the misguidance of the ENA organization unless they sufficiently justify themselves out of it.
Through the use of a closed system to solve the problematic issue facing it, the organization will opt not to involve any individual or group that does not exist within its boundaries. External opinions do not have any significance in solving the issue justifying that it is not in any way related to the malfunctioning of the healthcare institution. By using this system, the organization will encounter challenges since concerned stakeholders are unlikely to believe anyone who is a member of the organization. However, an open system, where external environment including the public is engaged in solving the issue, it is likely to boost the organization’s effort in justifying its actions regarding the current situation (Meyer, 2010). Individuals and groups that have experience in its performance will most likely contribute positively to the justification of ENA’s innocence concerning the malfunctioning issue. Illustratively, the organization significantly benefits from the open system compared to the closed one when justifying its position regarding the malfunctioning of the healthcare institution. This, it indicates that the transition from open to closed systems when dealing with different problematic issues in the healthcare units positively impacts the decision-making of the individuals or groups involved.
Manley, K., O’Keefe, H., Jackson, C., Pearce, J., & Smith, S. (2014). A shared purpose framework to deliver person-centred, safe and effective care: Organisational transformation using practice development methodology. FoNS 2014 International.
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Meyer, R. M., & O’Brien-Pallas, L. L. (2010). Nursing services delivery theory: An open system approach. Journal of Advanced Nursing, 66(12), 2828–2838.