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Not a day goes by that we don't see something in the
paper or on TV about the nursing shortage and predictions
of health care without enough nurses. I believe that
everyone now knows that the problem is real and that
innumerable groups and agencies are providing funding
and support for finding solutions. It is ironic to me
that meaningful and proven solutions are well known
in the industry and, for some reason, we have been slow
to adopt them.
One set of solutions is the workplace practices defined
by the Magnet hospital requirements. In this issue,
we explore the concept of Magnet hospitals and what
the work environment needs to be in order to attract
and retain professional nurses.
You will see that these practices involve good management,
consistent recognition for nurses who excel in their
practice and a hospitalwide commitment to respect and
promote the role of the nurse.
Although it sounds straightforward, it is a big and
bold step to pursue Magnet status. It requires the participation
of all of the nursing staff and other leaders in the
organization. It is not a thin veneer of behaviors that
gets you past the site visit.
It must be a deep and lasting cultural change that
promotes excellence, participation in decision-making
and acceptance of responsibility for each nurse to contribute
to a successful work environment.
So, this pursuit of excellence means that the naysayer
must get on board with the new agenda, that problems
will be solved in a professional manner and that the
respect that nurses want must be a two-way street with
other staff. Simply put, the professional environment
must become a way of life that supports and promotes
a highly actualized nursing staff.
Given all of the benefits of a Magnet environment,
it is difficult to understand why any organization would
not be in pursuit of this status. Why would leaders
not see it as a goal to pursue, and why would staff
not be clamoring for the chance to have a leading-edge
workplace?
I think every nurse should think about the importance
of investing now in the best workplace possible for
our future practice. If you and your colleagues showed
enthusiasm for exploring the process of workplace reform,
odds are that you will find a willing audience to listen
and support pursuing the practices that make up a professional
environment.
Take the time to think about how you could be a champion
for this type of change. Not only will you benefit from
the results, but you will contribute greatly to our
ability to attract more people into nursing-the kind
of result that we all want and need.
Discuss this and other topics with your colleagues
at www.nurseweek.com/rnvillage.
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