FDA Updates Information on Respirator Decontamination Systems

The U.S. Food and Drug Administration (FDA) is reissuing the Emergency Use Authorizations for decontamination systems that are authorized to decontaminate compatible N95 respirators for use by healthcare personnel (HCP) to prevent exposure to pathogenic biological...

First Patient Treated in Clinical Trial of BCL System

CairnSurgical, Inc., an innovator striving to make breast cancer surgery more precise, announced that the first patient has been treated in its U.S. pivotal trial of the Breast Cancer Locator (BCL) System at Massachusetts General Hospital.

Rush Oak Park Hospital Adopts Surgical Workflow Technology, ExplORer Surgical, Increasing Team Confidence and Reducing OR Challenges

ExplORer Surgical, the only comprehensive intraoperative case support and workflow platform, has reinvented the way surgical support teams prepare and complete effective surgeries with two-way video for case support and remote proctoring to create a digitized playbook.

AORN Releases 2021 Guidelines for Perioperative Practice

The Association of periOperative Registered Nurses (AORN) has published the 2021 Guidelines for Perioperative Practice with six revised guidelines.

Mission Possible

By Dawn Whiteside

Most facilities have their mission, vision and values statements in a poster within the hospital in various locations. I often wonder how many team members really look at these statements. A mission statement explains the organization’s core purpose in broad terms and the reason for existence.1 Establishing your organization’s reason for being and core values is essential to developing the overall vision for your organization.

You may wonder, “Why is this important to me?” The most important asset of any organization is the people. Without team members and clients/patients, an organization would not succeed. Understanding the value of people is just one aspect of a successful mission.

Understanding and, more importantly, believing in the mission of your organization should give you a sense of pride and ownership. Professionals bring a wealth of knowledge, skills and experience to the organization. Recognizing those diverse characteristics only strengthens the organization. Professional accountability means a person is responsible for his or her own actions. “In today’s complex and dynamic world, we must go beyond mere accountability and foster a culture of ownership where people hold themselves accountable because they have personal buy-in to the values and mission of their hospitals.”2

When you walk into your place of work, do you feel happy and enthusiastic to be there? Those who feel a sense of ownership, find value and happiness in what they do every day and it shows. How great would it be to be surrounded by teammates who have a passion for what they do? Having passion is loving your work and it shows to those around you. Passion leads to an individual being fully engaged and present both physically and emotionally. Creating a positive culture of ownership takes time and commitment.

Building a positive culture of ownership must involve zero tolerance for behaviors that are in stark contrast to your mission, vision and values as an organization. If you think of your organization as a structure of building blocks, the foundation would be your values. Values are what all behaviors are built upon. Clear expectations of what the important values are to your organization should be understood by the entire team. If the expectation is that all team members will demonstrate the foundational values, but behaviors in direct conflict with those values are tolerated that is what becomes the new expectation. The culture of your organization is the second building block that lives on top of the foundation of values.

A positive culture of ownership involves accountability. Team members are accountable for the work they do but not just what is listed in the job description. There is a behavioral component that many times is left out or just ignored. Every team member’s attitude affects peers and clients/patients. Expecting a culture that is positive, professional and promotes pride in his or her profession, organization, work and self is a great first step toward developing a culture of ownership. This culture will accept the mission, vision and values of your organization.

The Competency and Credentialing Institute (CCI) has just revised its mission and vision statements to demonstrate our commitment to promoting safe patient care and our collaborative relationship with our nursing partners.

Our new statements are as follows:

Vision Statement

A growing community of lifelong learners for whom CCI is a catalyst and integral partner.

Mission Statement

To lead competency credentialing that promotes safe, quality patient care and professional development through lifelong learning.

Having team members that accept the mission, vision and values of the organization is not impossible. Mission possible is creating an environment that builds on the foundation of organizational values.


1. Daft RL. The Leader as Social Architect. In: The Leadership Experience. 7th ed. Clifton Park, NY: Cengage Learning; 2018:407-410.

2. Tye J. and Schwab D. The Florence Prescription From Accountability to a Culture of Ownership The Next Frontier for Patient Satisfaction, Workplace Productivity, and Employee Loyalty. Solon, IA: Values Coach, Inc; 2009.

Dawn Whiteside MSN-Ed, RN-BC, CNOR, RNFA, is the director of education at the Competency & Credentialing Institute.



Submit a Comment

Your email address will not be published. Required fields are marked *