Renal nursing as a change agent at the centre
Nurses with backgrounds such as renal expertise (Renal Society
of Australasia, 2012) working within central government can
be very effective as change agents, influencing the processes
and debates that give rise to new policy initiatives. They have
the clinical knowledge that make them credible in dealing with
senior medical colleagues, but also have the skills to translate
complex clinical information into meaningful terms for nonclinical
stakeholders. Their education and experience means they
can be effective in engaging multiple stakeholder groups with
different agendas, and working with these groups to negotiate to
consensus positions, crucial in any funding bids to the Minister.
These skills extend beyond those required for their formal
role functions, also encompassing informal influence that
can circumvent the hierarchical bureaucratic infrastructure.
As a consequence of their involvement, through advice and
argument in meetings and reports, they can ensure key decision
makers who set national priorities are well informed about
renal services and their priorities. They can facilitate effective
engagement between the various stakeholder groups to reach
agreement on priority initiatives for renal services.
Facilitation can also involve working with key stakeholder
groups, especially the NRAB for nephrology, to enable their
effective engagement with the Ministry, by advising them
on who to approach and how to deal with them. Crucial to
success is knowing which is the right place to focus on within
the complex bureaucratic infrastructure, and being nimble in
recognising and seizing the opportunities when they present
themselves.
Renal nursing as a change agent at the centre
Nurses with backgrounds such as renal expertise (Renal Society
of Australasia, 2012) working within central government can
be very effective as change agents, influencing the processes
and debates that give rise to new policy initiatives. They have
the clinical knowledge that make them credible in dealing with
senior medical colleagues, but also have the skills to translate
complex clinical information into meaningful terms for nonclinical
stakeholders. Their education and experience means they
can be effective in engaging multiple stakeholder groups with
different agendas, and working with these groups to negotiate to
consensus positions, crucial in any funding bids to the Minister.
These skills extend beyond those required for their formal
role functions, also encompassing informal influence that
can circumvent the hierarchical bureaucratic infrastructure.
As a consequence of their involvement, through advice and
argument in meetings and reports, they can ensure key decision
makers who set national priorities are well informed about
renal services and their priorities. They can facilitate effective
engagement between the various stakeholder groups to reach
agreement on priority initiatives for renal services.
Facilitation can also involve working with key stakeholder
groups, especially the NRAB for nephrology, to enable their
effective engagement with the Ministry, by advising them
on who to approach and how to deal with them. Crucial to
success is knowing which is the right place to focus on within
the complex bureaucratic infrastructure, and being nimble in
recognising and seizing the opportunities when they present
themselves.
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