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This may be accom-panied by diminishing self-esteem, which can contribute to a lower sense of coherence, especially in relation to meaningfulness.12“For better or worse” illustrates the collaboration not only as a possible source of conflict but also as something that is part of the situation and must be accepted. Despite this, teamwork was perceived as an important factor for work satisfaction. The optimal collaboration in the anes-thesia care teams seemed to be transprofessional or cross-professional,5 where the boundaries were eliminated and empowerment was reached for both the experienced andthe inexperienced nurse anesthetists. The participants could experience, as previously described by Lauvås and Lauvås,18 that when different professionals participated and contributed in the search for knowledge and made solutions together, complementary competencies were reached and individuality became less visible.Role expectation in anesthesia nursing can also be seen in light of the core category, “the fate of the nurse anesthetist.” This means that while the anesthesiologist takes responsibility for the technical and medical treat-ment, the nurse anesthetist is responsible for the patient’s general safety. According to the Norwegian Law of Health Professions,1 there is no demand for optimality in the dis-tribution of tasks and responsibilities, which means that many tasks can be fulfilled by nurse anesthetists despite the higher qualifications of the anesthesiologists. This situation can create a competition for tasks when both professions have sufficient competence. This dilemma can be even worse if a nurse anesthetist has more infor-mal competence for a certain task than an anesthesiolo-gist. This competitive dilemma may threaten the nurse anesthetist’s identity and autonomy, which has been described by Jameson4 as an intrac- conflict.The managers of the anesthesia care teams have to make plans and accomplish tasks according to the deci-sions of the top management of the department or the hospital. Yukl17 has described how strategies and pri-orities are decided at the top level of an organization. Managers at lower levels have a crucial role as organizers and facilitators of working conditions. The core category illuminates this balance between production and health. An imbalance may lead to feelings of inability and a low sense of coherence.12