NurseWeek News

In Your Hands
Take control of nursing's destiny by effecting positive change in the workplace

By Carol Bradley, MSN, RN, California Editor
November 5, 2002

Regardless of your politics, the memorial service for Sen. Paul Wellstone was clearly an emotional tribute to an individual whose life was based on a strong set of principles. From colleagues to friends and family members, all tributes to Wellstone's lifework recognized and honored the Minnesota Democrat's unfailing allegiance to his particular brand of liberalism. His vote, everyone agreed, could not be bought. Observing this from the perspective of recent events such as the Enron and WorldCom scandals, and the California governor's race, Wellstone's strong and enduring personal ethics are rare and refreshing.

Similarly, within nursing, certain challenges confront the nursing profession that demand the same level of courage and commitment to a higher standard. As a wider array of stakeholders turns its attention to the nursing shortage, it is important that nursing leadership asserts itself in defining what nursing needs most. For far too long, others have had too much influence in defining us, the nature of our roles, our authority and our practice environment. It is time to take control of our own destiny.

The most important challenge, however, is assuming this legitimate control over our profession in a way that is positive, constructive and responsive to the needs of our patients and the future needs of health care. Threatening or withholding care from our patients is not the way to accomplish this. This is why I am opposed to using labor strikes to accomplish our goals.

On the other hand, nurses have an important choice today: where and how you choose to practice your profession. This is where much of our unrealized power exists. In recent years, nurses have exercised this power. When we needed flexibility, we started working for the registry/temporary staffing companies. When we required more income, we took a job with more pay. When we wanted our weekends, we found a compatible position. In response to this, many hospitals are rethinking their staffing patterns and human resource policies to accommodate the increasingly common expectations within the marketplace. Retention is eclipsing recruitment.

Given the challenges the marketplace has in retaining nurses, here are some ways you can personally further our profession in a positive and constructive manner. Use your influence to ensure the following in your workplace:

A strong nursing voice at the board of directors, such as a nurse board member as well as the nurse executive.
A nursing leader within the senior leadership team at both the hospital and corporate levels.
An organizational structure that includes the necessary infrastructure to support a professional nursing practice and that places nurses in control of their own practice.
Participation of practicing nurses in the selection of the top nurse executive, directors and managers, and a communication mechanism between nursing leadership and staff.
Financial recognition of education, experience and performance within the compensation and benefits system.
Financial support for professional development and advanced education of the nursing staff.
Involvement of practicing nurses in the prioritization, selection and implementation of patient care equipment, technology and information systems.
Clearly stated, these expectations can help strengthen the nursing discipline within the workplace.

Discuss this and other topics with your colleagues at www.nurseweek.com/rnvillage.