EDD FPX 8010 Assessment 1

EDD FPX 8010 Assessment 1 Political Landscape Analysis Student Name Capella University EDD-FPX8010 Foundations of Doctoral Studies in Education Professor Name Submission Date   Political Landscape Analysis Political landscape analysis is a process of identifying and examining political factors, political actors, and political power systems that could influence any given issue or policy. The process involves identification of the players and charting stakeholders’ preferences. The analysis process involves identifying those who can be of great help in the political process as well as those who may pose a threat (Campos & Reich, 2019). The main goal of the assessment is to assess the political environment in the organization through the lens of the chief nursing officer (CNO). The context includes the legal and cultural framework and organizational structure that governs communication. Formal And Informal Lines of Power The case study shows that there was an intricate combination of formal and informal power systems in the hospital system. Formal lines of power are formal structures of hierarchies in an organization, which are determined by positions and roles (Oedzes et al., 2019). Unofficial influence networks (relationships, expertise, or social dynamics) that consist of informal lines of power exist and may override formal structures (Haponenko et al., 2023). Official power lines are based on traditional organizational hierarchy, and the chief executive officer (CEO) is the leader of the organization, with the next positions of the executive leadership consisting of the CNO and chief medical officer (CMO). The board of directors also wields a lot of power, as observed in their requirements for Magnet recognition. The CMO and lower-level managers, in their departments, have authority. Physicians (particularly CMO) possess informal power in terms of power. The doctor-centred culture and power of the CMO in the medical fraternity imply that there is more power that is not officially delegated. Although advanced practice registered nurses (APRNs) do not enjoy formal power, they are wielding informal power (through collective action) when approaching the CNO. The organization has a large workforce of more than 50 APRNs, of which 15 are actively resisting the change, using the power of the collective as informal power and their essential contribution in treating patients. The 15 APRNs who go to the CNO illustrate the informal ways through which the issues and opposition can be voiced. Comprehending the power relations in order to manage the change within an organization and lead effectively is important. Sources of Stakeholders’ Power The stakeholders also present the different sources of power in the scenario. The sources of stakeholder power play a crucial role in strategic decision-making and organizational performance (Ninan et al., 2019). The CEO and board capitalize on position power and reputation, but the CMO uses a combination of knowledge, prestige, and influence due to his numerous years of service and contributions to the world. The hospitalist group employs authority power, particularly through the proposed bonus system that will be given to APRNs. Obtaining LLC status by the hospitalist group is a strategic action to increase their organizational strength because this business structure would offer them limited liability and possibly increased financial independence. On the other hand, the CMO’s proposal to limit the hospital privileges of the non-compliant APRNs is an example of coercive power. The APRNs are trying to establish their authority with the power of the group and the impact on the patients since they are the non-supervisory personnel. Implications and Consequences The organization has well-defined power structures that influence the culture of the organization, the policies set, and the communication systems in place. The culture of physicians and the position of CMO can be viewed as a contributor to the organization where the medical staff is more powerful than any other stakeholders. The gap reflects on policy-making as embodied in the proposed APRN transition and privilege policy. Oatey and Lazidou (2024) state that physician-centered cultures can contribute to the development of unequal power relations, which prevents teamwork and harmonized provision of health care services. The communication channel is most likely to be hierarchical, in which the input of physicians will be considered more than that of nurses. This is a retention issue for the CNO since the position has changed many times, which could be due to power struggle. Warden et al. (2021) have indicated that health care organizations that have power disparities adversely affect job satisfaction and turnover of nursing directors. Top management imposition of organizational goals is indicated by the pressure from the board to achieve magnet status. These types of power structures can inhibit interdisciplinary collaboration and give rise to departmental cliques. Organizational Power Influences on Executive-Level Decision-Making The nature of the concerns of the APRNs and responding to them can only be understood in terms of the existence of organizational power relations. The best response can be to support the idea of a compromise that would keep the independence of the APRNs and at the same time consider the CMO’s authority. This must begin by conducting face-to-face meetings with the APRNs to determine their issues as well as gaining insight into the impact of the proposed changes on patient care and patient outcomes. I would call a meeting with the CEO and CMO to justify the advantages of APRNs with the aim of developing a task force that will proceed to develop other potential solutions that could be appropriate to all the parties involved. It is necessary to stress the importance of a strong and independent nursing practice in the organization’s quest of the organization to re-earn Magnet status and why the hospital board must be on board with this. This is in line with the literature that recommends nurse executives exercise their power to represent the nursing workforce. Successful nurse leaders address the power culture through coalitions and using reasoning when they propose their argument (Crawford et al., 2019). I think that promoting communication and finding the middle ground may help to develop the integrated care model that will include the APRNs’ practice and accommodate the hospitalist