Discussion: Developing a Philosophy, Goals, and Objectives

As addressed in this week’s Learning Resources, an organization’s philosophy statement derives from its mission and indicates the values and beliefs that steer decision making. An organization’s philosophy statement should be used to develop goals and objectives that lead to assured action.

As effective organizations recognize, “setting specific goals in a clear and compelling way—and insisting that people work together to achieve them—is the best way to get results” (Ashkenas, 2012, para. 9).

This Discussion builds on the Week 2 Discussion 2, as you create a philosophy statement, goals, and objectives for Mountain View Health Center, the organization featured in the case study introduced last week.

You will continue to work within the same small group. Note: You will develop an individual philosophy statement, goals, and objectives independently. Through the collegial exchange that follows, you will offer each other suggestions for refinement.

To prepare:

Review information on philosophy statements, goals, and objectives in Chapter 7 of the Marquis and Huston text and in the other Learning Resources.

Review the Mountain View Health Center case study presented in this week’s media, and reflect on the mission and vision statements you developed for Discussion 2 in Week 2.

Conduct additional research as necessary to strengthen your understanding of the process for creating a philosophy statement and developing goals and objectives and to deepen your thinking about the organization. For instance, you may research organizations with similarities to Mountain View and examine their philosophy statements, goals, and objectives.

Draft a philosophy statement for Mountain View Health Center.

Craft at least one goal and at least one related objective to operationalize the philosophy.

Consider what you have learned about the importance of the philosophy statement and the process of developing one, as well as the significance of and distinctions between goals and objectives.

Post a philosophy statement for Mountain View Health Center, at least one goal, and at least one related objective. Offer insights you have gained about the process of developing a philosophy statement, as well as the significance of and distinctions between organizational goals and objectives.

Read a selection of your colleagues’ responses. Consider the following:

Are the philosophy statements, goals, and objectives clearly written and easy to understand?

How well does the philosophy statement align with the mission and vision statements posted in Discussion 2 of Week 2? Does it reflect accepted values of the organization?

Are the goals and objectives specific, measureable, attainable, relevant, and time-bound?

How well do the philosophy statements, goals, and objectives reflect the stakeholders?

Respond to at least two of your colleagues on two different days by evaluating the strengths and weaknesses of their philosophy statements, goals, and objectives. Suggest opportunities for refinement.

Required Readings

Cara, C. M., Nyberg, J. J., & Brousseau, S. (2011). Fostering the coexistence of caring philosophy and economics in today’s health care system. Nursing Administration Quarterly, 35(1), 6–14.

Retrieved from the Walden Library databases.

The article addresses caring as a part of mission and philosophy and the benefits of this for nursing satisfaction and performance, patient satisfaction, quality of care, and cost reduction.

Lorenzi, N. M. (2011). AMIA’s realigned strategic plan. Journal of American Medical Informatics Association, 18(2), 203–208.

Retrieved from the Walden Library databases.

As you read this article, consider the process used to set goals and evaluate the extent to which the identified goals are specific, measureable, attainable, relevant, and time-bound.

Kenny, G. (2012). From the stakeholder viewpoint: Designing measurable objectives. Journal of Business Strategy, 33(6), 40–46.

Retrieved from the Walden Library databases.

Measurable objectives are an important part of the strategic planning process, yet many organizations struggle with formulating good objectives. In this article, the author suggests strategies for developing better objectives, which will then facilitate the planning process.

Urbanski, J., Baskel, M., & Martelli, M. (2011). Strategic planning—A plan for excellence for South Haven Health System. Nursing Administration Quarterly, 35(3), 227–234.

Retrieved from the Walden Library databases.

The article addresses stakeholder involvement as a key component of South Haven Health System’s success in strategic planning and describes how the system develops goals and objectives.

 Lloyd-Jones, D. M., Hong, Y., Labarthe, D., Mozaffarian, D., Appel, L. J., Van Horn, L., . . . Rosamond, W. D. (2010). Defining and setting national goals for cardiovascular health promotion and disease reduction: The American Heart Association’s strategic impact goal through 2020 and beyond. Retrieved from http://circ.ahajournals.org/content/121/4/586.full.pdf+html

As you read this report, consider the process used to set goals and evaluate the extent to which the identified goals are specific, measureable, attainable, relevant, and time-bound.

Required Media

 Laureate Education (Producer). (2013b). Case study: Mountain View Health Center [Interactive media]. Retrieved from CDN database. (NURS 6241)

This interactive multimedia piece presents a case study of an organization, with information about the types of activities performed there, organizational structure, strategic priorities, and financial allocations. You will use this as a resource for this week’s Discussion.

Optional Resources

Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Chapter 7, “Strategic and Operational Planning” (pp. 138–161)

Review as needed.

Sare, M., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care.Sudbury, MA: Jones and Bartlett.

Chapter 7, “The Three Key Elements of the Strategic Planning Process: A Vision That Guides Nursing’s Future Action” (pp. 117–143)

Review as needed, focusing on the information about goals and objectives.

Kramer, M., Schmalenberg, C., & Maguire, P. (2010). Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nursing Administration Quarterly, 34(1), 4–17.

Retrieved from the Walden Library databases.

The authors discuss the clinical environment of nursing and the leadership practices needed to promote quality patient care outcomes.

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