Establishing a multidisciplinary day‐care surgery department: Challenges for nursing management

Aim To increase our understanding of challenges in implementing multidisciplinary organisational models in hospitals.
Background While health service policies internationally are pushing for multidisciplinary and patient centred organising models, there are challenges involved in moving from profession and discipline based organising to the new solutions.
Method Qualitative case study, interview and document data collected in real time following the implementation process.
Results It was possible to place arguments for and against the new department within either a business-like logic, or a professional logic. The respective logics gave different prescriptions for how a hospital department should be organised.
Conclusion and implications for nursing management The institutional logics perspective enables managers to understand resistance to new ways of organising work, and may be useful in trying to foresee and handle challenges in implementing new organisation models. Managers need to carefully analyse models in terms of which parts may be seen as problematic in their own organisation, and invite all relevant stakeholders into participatory change processes. If the goal is to gather multiple professions and disciplines under one manager in order to increase patient centeredness, arrangements must be made for professionals to stay connected to the wider community of practice centred around their specialized knowledge and skills.