Mergers and acquisitions are usually the way an IDS is built. The CNO and/or CNOs/DONs have an integral role in the resolution of the M/A process. During this time of significant change, during which there may even be chaos, the CNOs work to maintain stability so there is as little impact as possible on patient outcomes, a core responsibility of the CNOs. The CNOs should focus on identifying and working with the highly skilled individuals in the organization to get to the recovery stage of the M/A process, at which time a high-performing organization is achieved. To build this new organization or IDS, the old organizations of the M/A must be changed (Moss Kanter, 1994). The successful CNOs will manage the trade-offs and will become experts in collaboration. The CNO's goals are to maximize the quality of patient care, the professional satisfaction of the nurse, and the goals of achieving cost effectiveness for the system (Clifford, 1998), and keeping this focus through the M/A process will yield success.

Cooperative Behavior↗

PubMedDate not supplied

Integrated delivery systems: the chief nursing officer.

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Delivery of Health Care, Integrated↗

PubMedDate not supplied

Integrated delivery systems: sharing resources.

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Continuity of Patient Care↗

PubMedDate not supplied

Development of a new nursing organizational model.

In 1992, the Shands Hospital embarked on a cost management program that targeted the department of nursing and patient services (DNPS) for a $4.1 million budget reduction. Vital to achieving this goal was the reorganization of the DNPS and developing a new nursing organizational model. After 1 year, reorganization not only saved $1.2 million of the target, but provided additional leadership support to areas that needed it.

Academic Medical Centers↗