The second year, 1964: problems of leadership and consensus

Our aim in the second year was to consolidate the gains in open communication and shared decision-making which had made considerable progress during the first twelve months. However, the trust level was not yet very high and this pertained particularly to the nursing staff ( Jones, 1976a , pp. 23-4). The more junior levels felt themselves to be relatively uninvolved in planning in issues which involved them directly. Although Matron represented their interests at the Senior Staff Committee, etc., they were not consulted beforehand so that, in fact, she was assuming that she understood their views without having actually discussed matters with them. On the positive side was the fact that criticism from junior nurses was becoming more overt and Matron was beginning to accept this change in the quality of her role relationship with them.