Advice From the Forum: Shared Governance and the Union

Edna Cadmus, PhD, RN, NEA-BC, FAAN

Shared governance and unions can coexist successfully in hospitals. Dr. Edna Cadmus, who served as chief nurse of a unionized shared governance hospital, explains how to implement governance structures while respecting bargaining rights.

The Forum typically receives several phone calls every year that go something like this: “We have a union. We’d like to implement shared governance, but I guess we never can. We have a union!”

Sometimes people don’t even wait for the response. The Forum consulted Dr. Edna Cadmus for a proper answer, because she worked as the chief nurse of a successful shared governance hospital that also had a union. Her response:

Shared governance can absolutely be implemented in a unionized environment.

Understanding Bargaining Rights

Union leadership is concerned about infringing on their bargaining rights. When creating a shared governance structure in a unionized environment, the required subjects of bargaining must be clear. The National Labor Relations Act defines subjects of bargaining as all matters concerning rates of pay, wages, and hours of employment or other conditions of employment. This discussion with union leadership must occur early to clarify the purpose of shared governance councils and how they will be structured.

One way of handling issues that require bargaining is to create a council of union and nursing leadership. In this council, issues such as staffing and workplace changes that impact staff health and safety can be discussed separately from the traditional councils. Additionally, shared governance bylaws should ensure that the rules of engagement in the councils are clear to both staff and union leadership. Educating council chairs about mandatory subjects of bargaining is also important to prevent potential issues.

Keys to Successful Implementation

Implementing shared governance in a unionized hospital setting is about the journey. The chief nursing officer needs to stay engaged and provide the time necessary for council work. If the CNO does not ensure that participation time is provided, members will not attend the council when staffing issues arise. This can lead to a slippery slope.

Both parties will likely be passionate about their positions on various topics. Therefore, shared governance requires leaders who listen and create a model that works within the culture. Shared governance looks different in every organization, and a union environment is no exception. Everyone in the process needs to remain open to customizing the structure as appropriate to the organization along the way. Using education and evidence is helpful in resolving disputes. Both parties have rights and should respect each other’s position.

Edna Cadmus PhD, RN, NEA-BC, FAAN
Executive Director, NJCCN
Co-Lead NJAC
Clinical Professor, Specialty Director, Leadership
School of Nursing
Rutgers, The State University of New Jersey