You are not a Jedi, yet!

Click on the photo to read what each tower represents

Jedi, a character known for their talent in and observance of “The Force.”
There are many “forces” in the nursing profession. We must continue our educational growth as professionals in order to become an even greater “force” in management and leadership, public policy, research, and professionalism.
An educational transformation journey has been voyaged over the past 12 months during enrollment in the AUM School of Nursing EARN program.
However, much is yet to be learned, explored, and discovered. Continuance on this educational journey is vital for the continual growth and empowerment of every nursing professional.

To all EARN 2009 graduates the student imparts this message. First, a resonant congratulations to all who have completed this portion of the BSN professional training passage. Second, a heartfelt encouragement to each one to persevere on this educational expedition in order to experience even greater transformation and strength in the “force” they possess. Graduation is part of the journey not the final destination.

Finally, thank you for your friendship expressed to the student over the past year. A life lesson the student learned many years ago is friends are a gift from God. He speaks and works through them when there is needed comfort, support, hug, and a reassuring smile. Your names will forever be etched on the tablet of this heart.

GOOD LUCK TO ALL and MAY THE FORCE BE WITH YOU!!!!!

Being a Nurse Leader in the Magnet Jedi Council

The journey to "Magnet Excellence" is an extensive, demanding widespread involvement process within an organization. The journey is an illuminating self-assessment to healthcare facilities and their staff. However, the journey creates opportunity for organizational development, team building, and individual nursing augmentation and promotion of professional self-esteem.
Several advances require taking in order to initiate the Magnet Process in an organization:
1. Take Self-Assessment Surveys:
Determine if the Magnet Journey is one your organization is ready to commence.
2. Analyze Gaps:
Obtain the results of the self-assessment surveys and compare them to your organization’s current performance abilities.
Using the Forces of Magnetism and the ANA Scope and Standards for Nurse Administrator,identify gaps and prioritize actions. Achieve higher performance levels by developing action plans. http://www.webmedbooks.com/ucsd/content/productdetail.aspx?upc=4c344a4d-50c0-4fd3-971e-31fca8f988db
3. Obtain Additional Assistance as Needed:
A Senior Program Analyst will be assigned to your organization once your application is accepted.
To assist your organization through the Magnet Journey consultation services are available through the Institute for Credentialing Innovation at (301) 628-5235.
4. Culture Transformation:
*Educate staff regarding the Forces of Magnetism.
*Develop infrastructure to support programs such as shared governance, quality improvement, peer review, evidence-based practice, collegial teamwork, nursing research, etc.
*Engage the nursing staff in the application of these infrastructures.
*Critically examine the organizations culture.
*Complete the written application portion within set timelines and by actively working teams.
*Acknowledge achievements made during the journey and continually evaluate and transform as you travel the Magnet Journey.
*Achieve top leadership support and participation.
If you should decide to take the Magnet Journey and apply all the Forces incorporated in the process “MAY THE FORCE BE WITH YOU” and your organization as you assume the nurse leadership role in assisting and leading the Magnet team to higher quality patient care and outcomes.

The Empire: Commanded by Nursing Leaders Influencing High-Quality Patient Care and Outcomes

http://www.nursecredentialing.org/Magnet/ProgramOverview/ForcesofMagnetism.aspx
Empirical Quality Results:
The Magnet recognition process is focused on structure and processes, with an assumption that good unspecified outcomes will follow. This component is where the maximum amount of changes will occur during the Magnet transformation process. When looking to the future several questions that should not be adressed are, "What do you do?" or "How do you do it?" but rather, "What difference have you made?" Becoming a magnet status pioneer of the future is a unique position. By demonstrating solutions to various problems in the healthcare system today. This exploration can be approached through innovative structure and processes.
The last of the 14 Forces of Magnetism are addressed in this component.
Ponder the attached question related to the force at hand and post your comment and nursing leadership contribution.
Force 6: Quality of Care
"Quality is the systematic driving force for nursing and the organization. Nurses serving in leadership positions are responsible for providing an environment that positively influences patient outcomes. There is a pervasive perception among nurses that they provide high-quality care to patients."
***Question: When considering your present working position. How do you contribute as a nursing leader that influences patient outcomes?

Darth Vader: An Inquisitive Mind

Darth Vader finds that the “Forces of Magnetism”are MOST IMPRESSIVE. Read along with him and learn more about the FORCE. The sites are available for you to access for your personal knowledge and facility.
Click over the photo of Darth Vader and you will be able to better see what he is reading.

Check out the fourth entry and sign up for a free newsletter to enrich your practice as a nurse manager.

Ø HCPro's Resource Center for the ANCC Magnet Recognition Program®
http://www.hcmarketplace.com/prod-7406.html

Ø Ready, Set, Designation! Guide for the ANCC Magnet Recognition Program Site Visit
http://www.pohly.com/books/readysetdesignation.html

Ø HCPro's Guide to Assessing, Pursuing, and Achieving Excellence in the ANCC Magnet Recognition Program® Second Edition
http://www.hcmarketplace.com/prod-5842-ESEARCHGOO.html

Ø Nurse Manager Weekly (Free e-Newsletter): HCMarketplace.com
http://www.hcmarketplace.com/prod-868-ESEARCHGOO.html

Ø “Magnet hospitals revisited” by Margaret L. McClure, Ada Sue Hinshaw, American Academy of Nursing, American Nurses Association
http://books.google.com/books?id=FlVtAAAAMAAJ&q=ANCC+Forces+of+Magnetism+guide&dq=ANCC+Forces+of+Magnetism+guide&lr=&pgis=1

Ø Magnet Publications: Instructions & Applications Process Manual
http://www.co-store.com/certification/


Ø Magnet Recognition Program – Download Tools
http://www.nursecredentialing.org/Magnet/ApplicationProcess/MagnetReconitionProgramDownloadForms.aspx

Princess Leia: A Strong Leader Seeking New Knowledge, Innovation, and Improvements

http://www.nursecredentialing.org/Magnet/ProgramOverview/ForcesofMagnetism.aspx
New Knowledge, Innovation, and Improvements are developed by an organization
possessing strong leadership, empowered professional personnel, and commendable practice within its management structure. The Magnet organization has an ethical and professional responsibility to their staff to contribute to patient care, the organization, and the profession by redesigning and redefining its current systems and practices. This is achieved through new knowledge, innovations, and improvements with new care models, application of existing and new evidence-based practice guidelines, and visible scientific contributions to nursing.
One of the 14 Forces of Magnetism is represented in this component of the “Model for ANCC’s Magnet Recognition Program.”
Please address a question(s) or post a comment regarding this force and your employment organization.
Force #7: Quality Improvement
“The organization has structures and processes for the measurement of quality and programs for improving the quality of care and services within the organization.”
***Question to Ponder: Does your present employment facility have tools established and implemented that measure the quality of care and services provided? If so, what are they and does the staff have access to the results?
***Question to Ponder: Does your present employer have programs that improve service within the organization? If so, how do you contribute to their implementation?

Storm Trooper Discovery

While our trusting and faithful storm trooper was making his security rounds, he stumbled upon an interesting article published by The Center for Nursing Advocacy that is not quite as supportive and enthused about the Magnet Program. The information reveals that many times after the much-sought status is obtained the program begins to unravel and the facility is back to its original operational standards. The Center also makes recommendations on how to improve the Magnet Program. Please click on the link to read the article in its entirety. http://www.nursingadvocacy.org/faq/magnet.html

Question:
Have you read or do you currently know of a facility that obtained Magnet status and returned to its original method of operation afterwards? If so, was the unraveling of the program due more to management or the staff of the facility?

Help out a little Ewok in his quest

The role of the Ewok is to preserve the Life Energy of the Forest. He believes that one source of your professional life energy is through active membership in a professional nursing organization. He has provided you an accessible list at http://www.nurse.org/orgs.shtml
Magnet Force #8: Consultation and Resources addresses professional organizations and their promotion and involvement.
This little Ewok is wanting you to share with him the Professional National Nursing Organization(s) you are currently enrolled and use as your nursing life energy force. Also, he would like to know if the literature and support from the organization(s) has benefited you in your professional nursing practice and how. Include in your posting if you are a member of your state nurses association. Thank you and he sends an Ewokie warm fuzzy for sharing your professional life energy with him.

Luke Skywalker: A Life Filled with Transformation and Achievement

http://www.nursecredentialing.org/Magnet/ProgramOverview/ForcesofMagnetism.aspx
Exemplary Professional Practice is the heart of the Magnet program.
There must be a comprehensive understanding of the nurses role with patients, families, communities, and members of the collaborative team. In this component of the Magnet process application of the nursing role understanding, new found knowledge, and evidence-based research. The goal is set for strong professional practice and its achievement.

Five of the 14 Forces of Magnetism are represented in the exemplary professional practice component of the Magnet program.

Please select a force (s), answer a question or post a comment related to the component in discussion or a particular force (s).

Force #5: Professional Models of Care
"There are models of care that give nurses the responsibility and authority for the provision of direct patient care. Nurses are accountable for their own practice as well as the coordination of care. The models of care (i.e., primary nursing, case management, family-centered, district, and holistic) provide for the continuity of care across the continuum. The models take into consideration patients’ unique needs and provide skilled nurses and adequate resources to accomplish desired outcomes."
***Question: The ANA Code of Ethics and Nursing Scope and Standards of Practice, State Board of Nursing Practice Act , facility policy and procedures serve as essential principles in guiding practice for the novice and experienced staff nurse. Does your facility encourage the practice of the guidelines set forth in these sources? If so, briefly explain how in patient care approach, patient outcomes, or patient treatment.

Force #8: Consultation and Resources
"The healthcare organization provides adequate resources, support, and opportunities for the utilization of experts, particularly advanced practice nurses. In addition, the organization promotes involvement of nurses in professional organizations and among peers in the community."
***Question: Does your facility use nurse practioners or other specialized advance nursing services providing a professional practice environment? What professional organization (s) are you a member and what advantages has it provided you in your professional growth and patient care delivery?

Force #9: Autonomy
"Autonomous nursing care is the ability of a nurse to assess and provide nursing actions as appropriate for patient care based on competence, professional expertise, and knowledge. The nurse is expected to practice autonomously, consistent with professional standards. Independent judgment is expected to be exercised within the context of interdisciplinary and multidisciplinary approaches to patient/resident/client care."
***Question: Do you practice autonomy in your nursing practice? If so, give an example of a situation illustrating the practice. If not, what is the hindering factor in your personal practice?

Force #11: Nurses as Teachers
"Professional nurses are involved in educational activities within the organization and community. Students from a variety of academic programs are welcomed and supported in the organization; contractual arrangements are mutually beneficial. There is a development and mentoring program for staff preceptors for all levels of students (including students, new graduates, experienced nurses, etc.). Staff in all positions serve as faculty and preceptors for students from a variety of academic programs. There is a patient education program that meets the diverse needs of patients in all of the care settings of the organization."
***Question: In your healthcare setting do you incorporate teaching into your practice as a patient educator and staff developer? If so, briefly discuss how you integrate teaching into your practice.

Force # 13: Interdisciplinary Relationships
"Collaborative working relationships within and among the disciplines are valued. Mutual respect is based on the premise that all members of the healthcare team make essential and meaningful contributions in the achievement of clinical outcomes. Conflict management strategies are in place and are used effectively, when indicated."
***Question: Do you practice in a healthy work environment with collaboration among the staff? Are there conflict management strategies in place and have you observed them being deployed with effective results?

Chewbacca and Han Solo: Mission Oriented Team

http://www.nursecredentialing.org/Magnet/ProgramOverview/ForcesofMagnetism.aspx
Structural Empowerment is developed when influential leadership is provided in the environment and strong professional practices are established in the mission, vision, and values. These components generate and achieve the ultimate outcomes of the organization. A collaboration of strong relationships and partnership develop with other community organizations to improve the quality of patient outcomes and the health of those in the community they serve. The leadership of the organizations will develop, direct, and empower the staff with developed strategic plans, organization, policies, and programs to achieve the goal.
Five of the 14 Forces of Magnetism are represented in this component of the “Model for ANCC’s Magnet Recognition Program.”
Please select a force (s) and post a comment.
Force #2: Organizational Structure
"Organizational structures are generally flat, rather than tall, and decentralized decision-making prevails. The organizational structure is dynamic and responsive to change. Strong nursing representation is evident in the organizational committee structure. Executive-level nursing leaders serve at the executive level of the organization. The Chief Nursing Officer typically reports directly to the Chief Executive Officer. The organization has a functioning and productive system of shared decision-making."
***QUESTION: Do you feel there is a strong and dynamic chain of command in your facility and are they reponsive and open to change within the organization?
Force #4: Personal Policies and Programs
"Salaries and benefits are competitive. Creative and flexible staffing models that support a safe and healthy work environment are used. Personnel policies are created with direct care nurse involvement. Significant opportunities for professional growth exist in administrative and clinical tracks. Personnel policies and programs support professional nursing practice, work/life balance, and the delivery of quality care."
***QUESTION: What are your feelings regarding current salaries and benefits being offered in your facility? Are they competitive with other organizations within a 100 mile radius of your facility?
Force #10: Community and the Healthcare Organization
" Relationships are established within and among all types of healthcare organizations and other community organizations, to develop strong partnerships that support improved client outcomes and the health of the communities they serve."
***QUESTION: Would you please share a community healthcare organization that your facility collaborates with to improve patient outcomes and better serve your local community?
Force #12: Image of Nursing
"The services provided by nurses are characterized as essential by other members of the healthcare team. Nurses are viewed as integral to the healthcare organization’s ability to provide patient care. Nursing effectively influences system-wide processes."
***QUESTION: Do you feel there is a different image of nurses and the profession by the general public today than there was when you entered the field? If so, in what way.
Force #14: Professional Developement
"The healthcare organization values and supports the personal and professional growth and development of staff. Programs that promote formal education, professional certification, and career development are evident. Competency-based clinical and leadership/management development is promoted and adequate human and fiscal resources for all professional development programs are provided."
***QUESTION: Does your facility leadership inspire and motivate you to achieve specialty certification with adequate incentive pay and possible promotion? When a leadership position becomes available do they promote from within the facility or do they seek applicants for outside the organization?

Dr. Anita All, RN, PHD and MSN Program Director at AUM is also a Magnet appraiser who travels around the country evaluating hospitals aspiring for the magnet status. She has graciously agreed to join our blog and answer questions and take your comments regarding the magnet status process. Below is her impressive bio so you will become more familiar with her and her credentials in this subject.

Hi everyone just a note to tell you a little about myself. I have been a nurse for a long time and have had over 20 years of clinical experience mostly acute care. I finished an ADN [Indiana University at Indianapolis] degree about the time that ANA started discussing the BSN as entry into practice.
Many years later I completed a ladder program and got my BSN [University of Wyoming]; I was working as a head nurse in a family practice residency program and did some part-time teaching with BSN nursing students from University of Wyoming. I discovered I loved teaching but knew I would need increased education so went in to a MS program that focused on nursing education. I within a semester went into a PhD program. My PhD is outside of nursing and is in Human Services Rehabilitation. It has allowed me to maintain a focus on chronic illness. My dissertation work actually began in my MS program with my research proposal that looked at Anxiety and Fears in Health Care workers in connection with people with HIV/AIDS. There was little in the literature at that time.
My advisor encouraged me to submit the literature review part for publication and glory be it was accepted! My publishing career was started. I took my first teaching position after my PhD at the Medical College of Georgia, left there to take a graduate only teaching position at the University of Oklahoma Health Sciences Center. I was there for 10 years progressing from a tenure track Associate Professor to a Tenured Professor during that time frame. I have been blessed with many wonderful students and many of them have become friends and valued colleagues since their graduation. Karen Martin is one of those past students.
Almost a year ago I was approached about my current position and really did not think I was interested in a move. I also saw it as an opportunity and came to interview and decided this position would give me a chance to make a difference in graduate nursing education by being on the ground floor of a new program. So here I moved last September.
Because of my “other life” moving for me is not simple. In my “other life” I am married to a wonderful man who retired just about the time I finished my PhD and he takes care of the home piece. I love, own and competitively show American Quarter Horses. We moved 8 horses [2 of which were pregnant] into boarding here last September and rented a furnished apartment in Montgomery until November when we found a home in Tallassee on acreage that fit our needs. Twenty-three acres with a great home, pond, and salt water pool but no barn or fencing. Needless to say that is what my husband has been doing the past year! We had two beautiful colts [boys] born in the spring out of championship bloodlines. I also have a 9 year old palomino that I have raised and won the Palomino World Amateur Western Pleasure and several National Snaffle Bit Association World Championships. I have two full brothers to this horse and of course a couple of others.
I was given the opportunity in the Fall of 2005 to apply for the first group of nurses from academia to apply to be a MAGNET appraiser. I was selected and attended training in February of 2006. In the past all appraisers had been clinically focused individuals. The addition of nurses from academia was a positive addition to balance the appraisal teams. After the initial face to face training, I was assigned an application. I was called a MAGNET fellow. To progress to being a genuine MAGNET appraiser I needed to score a written document and then follow that same document/application to a site visit. Luckily my first assignment went to a site visit and after the visit I was “promoted”. I have done a total of 9 appraisals with 2 not making it to site visit. I just finished a visit and have my final documentation to write up this weekend. I am looking forward to participating from my perspective of the MAGNET Journey.

Not Your Junkyard Prices!

Crazy Watto, our galaxy bargain hunter, conducted a cost analysis and was shocked at the application and process fees involved in the “Magnet” and "Pathway" journeys. Take Watto's advice and hold on to your hat as you click the links and view the tickets.

http://www.nursecredentialing.org/Magnet/ApplicationProcess/ApplicationFees.aspx
http://www.nursecredentialing.org/Pathway/ApplicationProcess/PathwayFees.aspx

Are you shocked? I must admit I was floored!!! Why do you suppose the fees are so escalated and why would facilities decided to designate much needed funds for this status when there is such a squeeze on health care finances at this time? We would love to hear your thoughts?

Yoda Update: The 5 Model Components

http://www.nursecredentialing.org/Magnet/ProgramOverview/ForcesofMagnetism.aspx

Transformational leadership leads individuals with a combination of organizational vision, influence, knowledge, and strong professional nursing practice to where they want the staff to be for the challenges of the future. The emphasis is not only on fixing problems or broken systems but on creating new ideas and advancement in health care for stabilization resulting in transformation within the organization . There may be turbulence during this phase requiring strong leadership and creative approaches to arising problems.

Two of the 14 Forces of Magnetism are represented in this component of the “Model for ANCC’s Magnet Recognition Program.”
Force #1: Quality of Nursing Leadership
"Knowledgeable, strong, risk-taking nurse leaders follow a well-articulated, strategic, and visionary philosophy in the day-to-day operations of the nursing services. Nursing leaders, at all levels of the organization, convey a strong sense of advocacy and support for the staff and for the patient. The results of quality leadership are evident in nursing practice at the patient’s side."
Force #3: Management Style
"Healthcare organization and nursing leaders create an environment supporting participation. Feedback is encouraged and valued and is incorporated from the staff at all levels of the organization. Nurses serving in leadership positions are visible, accessible, and committed to communicating effectively with staff."

Questions:
After reading the previous two forces consider your present employer and evaluate if these forces are active within your organization.

• Can you recall recently where an issue presented at your facility and the leadership within the organization formulated a solution not only taking care of the immediate problem but was visionary in their approach and solution?
• During the problem solving process were the staff ask to participate and contribute ideas toward the solution, were you able to participate, and how?
• Do you feel an open door policy in your facility to speak with your manager or other leaders in the chain of command?

Magnet Program History

In 1983, the American Academy of Nurses (ANA) task force began exploring variables and the forces that facilitated well-qualified nurse retention in 163 hospitals. They found 41 of the hospitals not only attracted quality nurses but also possessed the ability to retain them. In 1990, these forces were named the “Forces of Magnetism” and by recommendation of the ANA, the American Nurses Credentialing Center (AACN) was organized as a non-profit organization to establish and offer credentialing programs and services. In 1994, a pilot program involving five hospitals was conducted by the AANC using the forces identified in the 1983 study. The first hospital to receive Magnet status was the University of Washington Medical Center in Seattle. There presently are only 5.5% of the hospitals in the United States having magnet status. This seems like such a small percentage when consideration is given to the number of hospitals in this country.
FOR YOUR CONSIDERATION AND FEEDBACK.
Why do you suppose the numbers are so low? You would think that if hospitals could achieve the Joint Commission Good Housekeeping Seal of Approval there would be minimal effort needed to accomplish the hospital Nobel Prize. On the other hand, are the 14 Forces of Magnetism journey too laboring for hospitals and their staff and not worth the effort? What are your thoughts on this issue?

Welcome Jedi Bloggers!

as we journey to a higher level in nursing research and changes, challenges in professional growth, and greater quality outcome in patient care. This blog site was established for your learning and expression experience regarding the American Nurses Credentialing Center (ANCC) Magnet Recognition Program. As professional nurses, we all aspire to identify and disseminate “best practices” in nursing to all in our direct care, community, and to other nursing colleagues.