CASE SCENARIO
Journey Toward American Nurses Credentialing Center’s Magnet Recognition Program®
Situation
One organization’s journey to achieve ANCC’s Magnet Recognition Program included a strategic plan for nurse leaders to engage nurses at all levels in establishing one nursing professional practice model (PPM) across a seven-hospital system (Holskey & Rivera, 2020). A PPM “describes how nurses practice, collaborate, communicate, and develop professionally to provide high quality care” (Holskey & Rivera, 2020, p. 468). With over 7,000 nurses across multiple hospitals that comprised the organization, nurse leaders needed to be transformational. Although there are tools available to help nurses identify and make complex decisions on the road to formulating a system perspective for a PPM, many tools and processes are not effective in achieving goals and are less efficient, potentially wasting financial and people resources.
Approach
As defined by ANCC (2017), transformational leaders motivate and inspire others to achieve outcomes and simultaneously build their own leadership capacity. In this initiative, nurse leaders transformed the structures and processes for learning and practicing nursing by breaking down siloes and incorporating effective strategies for engaging nurses that were inclusive and empowering. Nurse leaders examined the evidence and identified liberating structures (LSs) by Lipmanowicz and McCandless (2014) as innovative engagement strategies. LSs are creative activities that can be used with large groups to share individual perspectives on the road to identifying system perspectives. Initially, nurse experts educated nurses about the value and expectations for a system PPM that represented all levels of nurses in all practice settings. They disseminated examples of PPMs from other organizations, introduced PPM definitions and language, and discussed evidence about the relationship of PPM for driving exemplary professional practice. After providing nurses with knowledge and evidence, the nurse experts inspired nurses to share their ideas, as they were exposed to diverse perspectives of their colleagues working in different units, specialties, and hospitals. The visionary nurse leaders reinforced the shared goals of everyone—achieving excellence for patient-centered care. As LSs were leveraged to assist in identifying and prioritizing elements of a PPM, nurse leaders collaborated with clinical nurses as they considered best practices for communicating and coordinating feedback from nurses who were members of interprofessional teams.
Outcome
The structures and processes for learning and decision-making empowered nurses to share their voice and energized collaboration. Clinical nurses advocated for patients, themselves, and their profession as they were coached by nurse leaders to achieve a system perspective and consensus in an efficient manner. The organization’s nurses designed a PPM which was adopted across the system as a guide for excellence in patient-centered care. Overall, nurses at all levels established a successful environment conducive to systems thinking and stimulating new knowledge, innovations, and improvements for achieving organizational goals and outcomes.
Discussion Questions
1. After reviewing the AONL competencies, identify two nurse executive competencies demonstrated in this case scenario and give an example of their actions that demonstrate each competency. What role would nurse managers have in this case scenario?
2 Name two of the nurse competencies that you feel are essential to nursing leadership particularly now that we are emerging from a post COVID era environment and how these nursing leadership skills will be applied in this new era.
3 What are four key phases for developing a successful strategic plan? What are some best practices for strategic planning and development? What nurse leader strengths and competencies position nurse executives and nurse managers as essential to strategic planning and development?
How to solve
MRU Magnet Recognition Program Discussion
Introduction: In this case scenario, an organization embarked on a journey to achieve the American Nurses Credentialing Center’s (ANCC) Magnet Recognition Program. Nurse leaders played a crucial role in engaging nurses and establishing a nursing professional practice model (PPM) across a multi-hospital system. The case highlights the importance of transformational leadership, innovative engagement strategies, and collaborative decision-making in achieving organizational goals and outcomes.
Question 1: After reviewing the AONL competencies, identify two nurse executive competencies demonstrated in this case scenario and give an example of their actions that demonstrate each competency. What role would nurse managers have in this case scenario?
Answer: Two nurse executive competencies demonstrated in this case scenario are strategic management and leadership and interpersonal effectiveness. The nurse leaders in the organization strategically managed the process of establishing a PPM by breaking down siloes and incorporating effective strategies for engaging nurses. They created a vision, educated nurses about the value and expectations of a system PPM, and inspired nurses to share their ideas. This demonstrates strategic management and leadership competency.
Furthermore, nurse leaders in this case scenario exhibited interpersonal effectiveness by collaborating with clinical nurses and considering their feedback. They empowered clinical nurses to share their voice, energized collaboration, and coached them towards achieving a system perspective and consensus. This competency involves building relationships, effective communication, and promoting a positive and inclusive work environment.
Nurse managers, in this case scenario, would have a vital role in supporting and operationalizing the strategic plan. They would provide guidance and direction to nursing staff, ensuring the implementation of the PPM and coordinating feedback from nurses who are members of interprofessional teams. Nurse managers would also facilitate communication between nurse leaders and frontline staff, ensuring that the goals and vision are understood and embraced by all.
Question 2: Name two of the nurse competencies that you feel are essential to nursing leadership, particularly now that we are emerging from a post-COVID era environment, and how these nursing leadership skills will be applied in this new era.
Answer: Two essential nurse competencies in nursing leadership, particularly in the post-COVID era, are adaptability and resilience.
Adaptability: Nursing leaders need to be adaptable in the face of changing circumstances and emerging challenges. The COVID-19 pandemic has highlighted the importance of flexibility and the ability to quickly adjust and respond to evolving situations. Nursing leaders need to be able to adapt their strategies, protocols, and processes to ensure the delivery of safe and high-quality care in the face of new and unexpected circumstances.
Resilience: The COVID-19 pandemic has placed significant physical, emotional, and mental strain on healthcare professionals. Nursing leaders need to demonstrate resilience, both for themselves and their teams. They must be able to bounce back from adversity, provide support and resources for their staff, and promote a culture of well-being and self-care. Resilient leaders can effectively navigate the challenges and uncertainties of the post-COVID era while maintaining a focus on patient-centered care and organizational goals.
Question 3: What are four key phases for developing a successful strategic plan? What are some best practices for strategic planning and development? What nurse leader strengths and competencies position nurse executives and nurse managers as essential to strategic planning and development?
Answer: The four key phases for developing a successful strategic plan are:
1. Assessment and Analysis: This phase involves gathering relevant data, conducting a comprehensive analysis of the internal and external environment, and identifying key strengths, weaknesses, opportunities, and threats. It also includes setting goals and objectives based on the assessment.
2. Strategy Development: In this phase, leaders formulate strategies and action plans to achieve the identified goals and objectives. This involves aligning the organization’s mission and vision with the strategic goals, identifying priority areas, and developing strategies to address gaps or challenges.
3. Implementation: This phase focuses on executing the strategies and action plans. It involves resource allocation, establishing timelines, assigning responsibilities, and monitoring progress. Effective implementation requires effective communication, engagement of stakeholders, and ongoing evaluation of outcomes.
4. Evaluation and Continuous Improvement: This final phase involves evaluating the outcomes and impact of the strategic plan, identifying areas for improvement, and making necessary adjustments. It is essential to continuously monitor and evaluate the plan’s effectiveness, solicit feedback from stakeholders, and adapt strategies as needed.
Best practices for strategic planning and development include involving key stakeholders in the process, fostering collaboration and communication, aligning the plan with the organization’s mission and values, setting realistic and measurable goals, and regularly reviewing and updating the plan based on new information or changing circumstances.
Nurse leaders, both executives and managers, play essential roles in strategic planning and development. Their strengths and competencies position them as crucial contributors to the process. Nurse executives bring strategic vision, the ability to analyze complex healthcare systems, and a deep understanding of evidence-based nursing practice. They provide leadership, guidance, and oversight throughout the strategic planning process. Nurse managers, on the other hand, bring operational expertise, team-building skills, and an understanding of frontline nursing practice. They play a critical role in implementing the strategies, engaging and empowering staff, and ensuring the strategic goals are translated into action at the unit or department level. Together, nurse executives and managers work collaboratively to drive successful strategic planning and development, ultimately advancing the organization’s mission and improving patient outcomes.
