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Leading Change: A Case Study of the First Independent Critical-Access Hospital to Achieve Magnet® Designation
The aim of this study was to understand how nurses in a 25-bed critical-access hospital (CAH) led change to become the 1st to achieve Magnet®. Approximately 21% of the US population lives in rural areas served by CAHs. Rural nurse executives are particularly challenged with limited resources. Staff...
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| Published in: | The Journal of nursing administration 2018-03, Vol.48 (3), p.141-148 |
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| Main Authors: | , , , , , |
| Format: | Article |
| Language: | English |
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| container_end_page | 148 |
| container_issue | 3 |
| container_start_page | 141 |
| container_title | The Journal of nursing administration |
| container_volume | 48 |
| creator | Nelson-Brantley, Heather V Ford, Debra J Miller, Karen L Stegenga, Kristin A Lee, Robert H Bott, Marjorie J |
| description | The aim of this study was to understand how nurses in a 25-bed critical-access hospital (CAH) led change to become the 1st to achieve Magnet®.
Approximately 21% of the US population lives in rural areas served by CAHs. Rural nurse executives are particularly challenged with limited resources.
Staff nurses, nurse managers, interprofessional care providers, the chief nursing officer, and board of directors (n = 27) were interviewed. Observations of hospital units and administrative meetings were done, and hospital reports were analyzed.
Nine themes emerged to support a conceptual model of leading change. The CAH spent 3 years of its 6-year journey establishing organizational readiness. Nurses overcame complex challenges by balancing operational support and fostering relationships. The Magnet journey led to significantly improved nurse and patient outcomes. A new organizational culture centered on shared governance, evidence-based practice, and higher education emerged.
The journey to Magnet leads to improved nurse, patient, and organization outcomes. |
| doi_str_mv | 10.1097/NNA.0000000000000588 |
| format | article |
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Approximately 21% of the US population lives in rural areas served by CAHs. Rural nurse executives are particularly challenged with limited resources.
Staff nurses, nurse managers, interprofessional care providers, the chief nursing officer, and board of directors (n = 27) were interviewed. Observations of hospital units and administrative meetings were done, and hospital reports were analyzed.
Nine themes emerged to support a conceptual model of leading change. The CAH spent 3 years of its 6-year journey establishing organizational readiness. Nurses overcame complex challenges by balancing operational support and fostering relationships. The Magnet journey led to significantly improved nurse and patient outcomes. A new organizational culture centered on shared governance, evidence-based practice, and higher education emerged.
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Approximately 21% of the US population lives in rural areas served by CAHs. Rural nurse executives are particularly challenged with limited resources.
Staff nurses, nurse managers, interprofessional care providers, the chief nursing officer, and board of directors (n = 27) were interviewed. Observations of hospital units and administrative meetings were done, and hospital reports were analyzed.
Nine themes emerged to support a conceptual model of leading change. The CAH spent 3 years of its 6-year journey establishing organizational readiness. Nurses overcame complex challenges by balancing operational support and fostering relationships. The Magnet journey led to significantly improved nurse and patient outcomes. A new organizational culture centered on shared governance, evidence-based practice, and higher education emerged.
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Approximately 21% of the US population lives in rural areas served by CAHs. Rural nurse executives are particularly challenged with limited resources.
Staff nurses, nurse managers, interprofessional care providers, the chief nursing officer, and board of directors (n = 27) were interviewed. Observations of hospital units and administrative meetings were done, and hospital reports were analyzed.
Nine themes emerged to support a conceptual model of leading change. The CAH spent 3 years of its 6-year journey establishing organizational readiness. Nurses overcame complex challenges by balancing operational support and fostering relationships. The Magnet journey led to significantly improved nurse and patient outcomes. A new organizational culture centered on shared governance, evidence-based practice, and higher education emerged.
The journey to Magnet leads to improved nurse, patient, and organization outcomes.</abstract><cop>United States</cop><pub>Lippincott Williams & Wilkins Ovid Technologies</pub><pmid>29461350</pmid><doi>10.1097/NNA.0000000000000588</doi><tpages>8</tpages></addata></record> |
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| identifier | ISSN: 0002-0443 |
| ispartof | The Journal of nursing administration, 2018-03, Vol.48 (3), p.141-148 |
| issn | 0002-0443 1539-0721 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_2007120384 |
| source | JSTOR Archival Journals |
| subjects | Attitude of Health Personnel Case reports Clinical governance Evidence-based nursing Excellence Hospitals Hospitals, Rural - manpower Hospitals, Rural - organization & administration Hospitals, Rural - standards Humans Interprofessional Relations Leadership Nurse Administrators - organization & administration Nurse Administrators - standards Nurses Nursing Nursing administration Nursing Staff, Hospital - organization & administration Nursing Staff, Hospital - standards Organizational Case Studies Organizational Culture Organizational Innovation Professional development Quality of care Total quality |
| title | Leading Change: A Case Study of the First Independent Critical-Access Hospital to Achieve Magnet® Designation |
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