Developing a decision-making dependency (DMD) model for nurse managers

Christine Chisengantambu-Winters; Guy M Robinson; Nina Evans

doi:10.1016/j.heliyon.2019.e03128

Developing a decision-making dependency (DMD) model for nurse managers

Heliyon. 2019 Dec 30;6(1):e03128. doi: 10.1016/j.heliyon.2019.e03128. eCollection 2020 Jan.

Authors

Christine Chisengantambu-Winters¹, Guy M Robinson², Nina Evans³

Affiliations

¹ School of Nursing and Midwifery, Australian Catholic University, North Sydney, New South Wales 2060, Australia.
² School of Geography, Environment and Population, University of Adelaide, Adelaide, South Australia 5005, Australia.
³ School of Information Technology and Mathematical Sciences, University of South Australia, Mawson Lakes, South Australia 5095, Australia.

Abstract

Decision making is an inherent, complex and vital component of the work of managers. Its importance and role in operationalizing the activities of an organisation are well-evidenced in management literature. Yet, there is a dearth of literature about the processes used by nurse managers to make decisions. The principal aim of this paper is to identify the different types of decisions made by nurse managers and explore the related decision-making processes. A 'dependency model' is proposed, which illustrates the factors affecting the art of decision making. Structured interviews were conducted to identify types of decisions made by nurse managers in different health-care settings and the factors underpinning these decisions. The research focused on an intensive study of a small group of nurse managers working in rural and regional health institutions in South Australia. The sample included nurse unit managers, after-hours coordinators and directors of nursing. Hermeneutic principles and interpretive research were used to conduct interviews with nurse managers who make numerous and varied types of decisions, though often without following a step-by-step approach. The study identified dependency factors that influence how decisions are made, and developed a model based on eight key variables: (1) the situation to be addressed; (2) the time period in which the decision has to be made; (3) required inputs from colleagues; (4) complexity of the task and the environment, (5) the duration and time it takes to make a decision, (6) availability of resources, (7) the decision-making environment, and (8) personal characteristics. These eight variables are interrelated and have both direct and indirect impacts on how decisions are made. Nurse managers make pragmatic decisions reflecting the complexity of their roles and responsibilities. Awareness of the factors on which decisions depend helps understanding of how they navigate through decision-making processes. The findings are presented as a model that can be used to support decision making by nurse managers in various health settings.

Keywords: Decision making; Dependency factors; Health sciences; Human resource management; Management; Nurse managers; Nursing; Social sciences.