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.