Nursing Informatics

NCM 112

LESLIE L. PAGUIO
BSN 3-C
The Magnet Model
 OBJECTIVES

1ST Learning 2nd Learning 3rd Learning

Objectives Objectives Objectives

Identify the five Describe some ways

Describe how
components of nursing informatics as a
technology has
the ANCC specialty can support
influenced the
Magnet Model. the achievement
professional
of magnet standards
practice
and emerging demands
environment.
of professional practice.
What is Magnet
Model?

WHAT ?
 ANCC Magnet-recognized organizations will serve as the fount of
knowledge and expertise for the delivery of nursing care globally. They
will be solidly grounded in core Magnet principles, flexible, and
constantly striving for discovery and innovation. They will lead the
reformation of health care; the discipline of nursing; and care of the
patient, family, and community. Overarching the new Magnet Model
Components is an acknowledgment of Global Issues in Nursing and
Health Care. While not technically a Component, this category includes
the various factors and challenges facing nursing and health care today.
 Nursing excellence is promoted and
recognized through the American Nurses Credentialing
Center (ANCC) Magnet Recognition Program. The
Magnet Commission has defined a vision for Magnet
organizations to serve as the fount of knowledge and
expertise for the delivery of nursing care globally by striving
for discovery and innovation to lead the reformation of
healthcare and the discipline of nursing (American Nurses
Credentialing Center, 2008, 2014).
Five Components of
the ANCC of Magnet
Model
01
Transformational
Leadership
01

TRANSFORMATIONAL LEADERSHIP

Transformational leadership can be defined many ways . The

ANCC Magnet Model defines the transformational leader as
one who develops a strong vision for the practice and creates an
environment where nurses at every level has a voice to
advocate for resources, fiscal, and technology , to support their
practice. The transformational nurse leader articulates a future
vision where patient care is supported and accelerated through
access to information and interoperability of the technology.
The patient care vision supports the alignment of people,
process, and technology.
The organization's senior leadership team creates the vision for the future, and
the systems and environment necessary to achieve that vision. They must
enlighten the organization as to why change is necessary, and communicate
each department's part in achieving that change. They must listen, challenge,
influence, and affirm as the organization makes its way into the future.
Gradually, this transformational way of thinking should take root in the
organization and become even stronger as other leaders adapt to this way of
thinking.
Transformational leadership reflects an executive leader and team with a
strong vision, common purpose, and exceptional motivation. The chief
nursing executive (CNE) in a Magnet recognized organization is inspiring in
his/her ability to lead others to achieve high quality patient care in ways that
are both effective and efficient. The CNE as a transformational leader does
the right thing at the right time for the right reason.
 01
FORCES OF MAGNETISM
REPRESENTED

01 Quality of Nursing
Leadership
03
Excellent nursing leaders were perceived Management Style
to be knowledgeable risk takers, guided
by an articulated philosophy in doing the
daily operations. Nursing leaders can be Excellent management styles
strong advocates for staff by being risk perceived to be participative
takers in the development of healthy encouraged and valued feedback
work environments . The chief nursing from staff at all levels in the
executive (CNE) in a Magnet recognized organization. Nursing leaders
organization is inspiring in his/her were visible, accessible and
ability to lead others to achieve high committed to communicating
quality patient care in ways that are both effectively.
effective and efficient. The CNE as a
transformational leader does the right
thing at the right time for the right
reason.
 Structural
Empowerment
The voice, autonomy, and decision-making authority of direct care nurses are at the
core of the structural empowerment and exemplary professional practice components
of the ANCC Magnet model. Structural empowerment is evidenced through flat,
flexible organization where the flow of information is fluid between the bedside and
leadership. Improvements in practice settings and nurses’ involvement in decision-
making groups are critical.

Further strengthening practice are the strong relationships and partnerships developed
among all types of community organizations to improve patient outcomes and the
health of the communities they serve. This is accomplished through the organization's
strategic plan, structure, systems, policies, and programs. Staff need to be developed,
directed, and empowered to find the best way to accomplish the organizational goals
and achieve desired outcomes.
 FORCES OF MAGNETISM
REPRESENTED

02
Organizational Structure 04 Personnel Policies and Programs
Personnel policies were
Organizational structures were perceived to be created with staff
flat, with decentralized nursing departments involvement and were
that had strong nursing representation in the perceived as competitive.
organizational structure. The nursing leader Administrative and
served at the executive level of the organization clinical promotional
and reported to the chief executive officer. opportunities were
provided.
 Community and the
10
Healthcare Organization
Nurses viewed professional
practice as extending into the
community such as discharge
planning and visiting patients in
nursing homes and their homes.
They believed that inpatient care
and programs could be used to
promote health in the community.
12 Image of Nursing
Nurses were viewed as integral to
providing patient care services and
were viewed as essential by other
members of the health care team.
Nurses were viewed as competent,
credible, valued, respected and
necessary for the survival of the
hospital. The single exception to the
overall positive image of nurses was
the physicians’ perceptions of nursing.
The doctor–nurse relationships
require attention and nurturing.
 Professional Development
14

Most successful hospitals placed a significant

emphasis on orientation, education and career
development. Many in-service programs were
provided at the work site, but in hospital
systems, some nurses attended programs
offered in other institutions. Magnet hospitals
nurses were encouraged to gain Bachelor of
Science degrees and there were
accommodations made to pursue degrees.
Career ladders were used to foster career
development and development of nurses was
emphasized to improve quality of nursing care
Exemplary professional practi
ce
01

Exemplary professional practice

Exemplary professional nursing practice within the

magnet framework is supported through a professional
practice model and care delivery system that delineate the
role of the nurse as a fully accountable provider responsible
for care that is patient centered, safe, efficient, and equitable. Inter-disciplinary collaboration
within magnet facilities demonstrates the need for collegial
and respectful alignment of all disciplines focused
on the needs of the patient. Effective efficient, and equitable. Inter-disciplinary collaboration
within magnet facilities demonstrates the need for collegial
and respectful alignment of all disciplines focused
on the needs of the patient.
Technology influences improvements in workflow and care processes
associated nursing informatics transcends the areas defined within
exemplary professional nursing practice : inter- disciplinary care,
privacy, security and confidentiality , culture of safety, and quality-of-
care monitoring and improvement. There are many specific patient care
initiatives (restraint use, falls, pain) that Magnet organization’s use to
demonstrate their efforts and each organization is required to provide
evidence that demonstrates how information systems and technology
used to support clinical care is integrated and evaluated.
 FORCES OF MAGNETISM REPRESENTED
05 Professional Models of Care
Nurses had the responsibility and authority for
the provision of patient care, were accountable
for their own practice, and were the
coordinators of care.
In the original Magnet hospital study, nurses
found primary nursing to be satisfying. They
felt in control of nursing practice and
facilitated interdisciplinary planning and
coordination of care to the home and other
settings. They also developed and conducted
health education programs.
08 Consultation and Resources
Consultation and resources were
perceived to be adequate and
available. Peer support was given
both within and outside the
nursing division and advanced
practice nurses were available and
used as knowledgeable experts.
Nursing professors and researchers
as resources to hospital nurses
have also been specifically
identified.
 09 Autonomy
Autonomy is related to power and
empowerment. A nurse’s power can
come from a workplace structure that
promotes empowerment, from a
psychological belief that one has the
ability to be empowered, and from
understanding that there is power in
the relationships and caring that
nurses provide. Nurses are practicing
autonomy when establishing
standards, setting goals, monitoring
practice and measuring outcomes.
11 Nurses as Teachers
Nurses realized they could make a large
contribution to teaching patients and
their families, had a professional
obligation to teach students, nurses and
other health professionals and that
teaching advanced their own learning.
Nurses did patient and family teaching
and peer-focused activities such as
developing learning modules, leading
grand rounds and providing in-service
education to colleagues. Nurses also do
health teaching in the community.
 13 Interdisciplinary Relationships

There was mutual respect among disciplines, and the

interdisciplinary relationships were viewed as positive .
An important variable in nurses’ satisfaction was the
nature of the nurse–physician relationships. Expert
cultures such as physicians are motivated by
accomplishment and power instead of affiliation.
Teamwork, consensus building and interdependency are
not part of the expert culture. The trend is towards
interdisciplinary education of professionals with some
focus on teamwork. Nurses particularly appreciated
understanding, open and accurate communication from
attending-level physicians..
New knowledge , Innovations, an
d Improvements
New knowledge , Innovations, and Improvements . The
demand for exceptional performance and continuous
improvement requires Magnet organizations to integrate the
current evidence into practice. Nurses at the bedside drive and
champion the adoption of new practices in an effort to provide
the best care for their patients. The impact of technology to
support the use of evidence and decision support at the point-
of-care is powerful. The use of data and evidence to drive
improvements in care can be found throughout magnet
organizations.
It is, in part, due to the nurse’s involvement in decisions rel
ated to technology and information systems that lead to the
se improvements in care. There are many areas where tech
nology can be used to support improvement in care coordin
ation and outcomes such as medication reconciliation, prov
ider order entry, and transition of care management. The m
agnet framework supports an environment of creating and a
pplying new knowledge to create the future.
 FORCES OF MAGNETISM REPRESENTED

07 Quality Improvement

Nurses participated in quality improvement that was

perceived to be educational and was done to improve
the quality of care delivered in the organization .
Quality improvement and evidence-based practice are
related but different. The integration of research and
evidence-based practice into clinical and operational
processes plays a major role in obtaining Magnet
hospital status.
Empirical Quality Results
Today's Magnet recognition process primarily focuses on structure and
processes, with an assumption that good outcomes will follow. Currently,
outcomes are not specified, and are minimally weighted. There are no
quantitative outcome requirements for ANCC Magnet Recognition.
Outcomes need to be categorized in terms of clinical outcomes related to
nursing; workforce outcomes; patient and consumer outcomes; and
organizational outcomes. When possible, outcomes data that the
organization already collects should be utilized. Quantitative benchmarks
should be established. These outcomes will represent the "report card" of
a Magnet-recognized organization, and a simple way of demonstrating
excellence.
 FORCES OF MAGNETISM
REPRESENTED

06 Quality of Care

Providing quality care was perceived as an organizational

priority. Nursing leaders were seen as responsible for
developing an environment that fostered quality-of-care
delivery while staff nurses thought they were providing
high-quality care.
THANK YOU!