1. Shifting the Nursing Paradigm Towards Partnership Teddie Potter PhD, RN Clinical Associate Professor, School of Nursing Coordinator DNP in Health Innovation and Leadership

2. Objectives Define Riane Eisler’s Cultural Transformation Theory Describe the common characteristics of dominator and partnership systems List the financial and emotional benefits of a partnership culture Analyze your work environment for its placement on the dominator/partnership continuum Discuss effective ways to shift nursing research, education, and practice towards partnership

3. “Nurses should be full partners with physicians and other health care professionals in redesigning health care in the United States.” -Institute of Medicine (2010)

4. Inter-professional Education Collaboration Respectful communication Reflection Application of knowledge and skills Experience of inter-professional teams http://www.ipe.umn.edu/what/index.htm

5. What is a paradigm? A worldview The “lens” through which one sees life A filter for incoming data We only are conscious of the things that nicely fit into our paradigm. Our paradigm determines the way we interpret our sensory experiences. “A paradigm is the entire constellation of beliefs, values, techniques, and so on shared by the members of a given community.” -Thomas Kuhn -

6. The Chalice and the Blade: Our History, our Future Riane Eisler The Chalice and the Blade (1987) examines over thirty thousand years of patterns through Western history Cultural Transformation Theory: “What we think of as natural and inevitable- destructive personal and social patterns such as domestic violence, chronic warfare, racial and religious prejudice, the domination of women by men – are not natural or inevitable at all.” -Riane Eisler We can therefore consciously choose the paradigm we live by

7. Cultural Transformation Theory Human history has been a struggle between two conflicting paradigms

8. The Domination Paradigm Rigid hierarchies: those on top control those below them Obedience to orders without questioning is encouraged Control is maintained by guilt, fear, and force Males over females (patriarchy) Those who are different are to be conquered, controlled, or destroyed

9. The Partnership Paradigm Mutually respectful and caring relations No need to maintain rigid rankings of control so no abuse or violence Conflict is an opportunity to learn and be creative Equal value for both genders, fluid gender roles Power is used to empower rather than disempower

10. The Dominator Paradigm and the Health care System Rigid hierarchies between professions Emphasis placed on defeating and controlling the opponent (disease) Health care provider is “above” the patient in the hierarchy Nature is not seen as an ally but rather the cause of disease therefore something to be controlled or conquered APRNs face limitations on their practice Other examples? Stories?

11. Organizational Benefits of Partnership Employees feel valued and empowered to contribute and participate Conflict can be used creatively to explore alternatives and challenge the status quo Creativity is nurtured through safety for risk-taking, less fear of making mistakes, and permission to be inquisitive and explore Communication is free to flow in all directions The workplace is family friendly creating a synergistic sense of community Synergistic belonging extends to the planet, creating the social and environmental consciousness needed for long range planning, sustainability, and success. -Riane Eisler, The Power of Partnership (2002)

12. LEADERSHIP AND THE USE OF POWER Dominator Paradigm Leadership is based on power over. The leader gives orders to subordinates and these orders must be unquestioningly obeyed. Partnership Paradigm Leadership gives power to (The leader nurtures and supports productivity and creativity) AND/OR uses power with (The leader encourages and participates in teamwork) employees.

13. HIERARCHIES IN THE PARTNERSHIP PARADIGM In a hierarchy of actualization, leaders and managers facilitate, inspire, and empower rather than control. -Riane Eisler, The Real Wealth of Nations: Creating a Caring Economics (2008)

14. Leading Towards Partnership–based Healthcare Systems Employees are seen as partners in setting and reaching goals and objectives Every employee’s unique abilities are fostered Employees are treated with empathy and caring Employee’s voices are heard and their ideas are respected Emotional needs are understood and addressed Cooperative work and individual responsibility are combined Employees are encouraged to think for themselves and trust their observations and experiences Emphasis in placed on caring and ethical behaviors

15. AWAKENING THE FULL POTENTIAL OF NURSING THROUGH PARTNERSHIP