    |
 |
    |
SAVE SPACE HERE
"If your actions inspire others to dream more, learn more, become more and do more, you are a leader."
John Quincy Adams
|
LEADING THOUGHTS Part of the way Thunderbird Leadership Consulting adds value to clients is by being well-versed on the most thought-provoking business topics, practices and theories of today and tomorrow. Read Amy Steinbinder's article below. You may also click here to download a pdf version.
For Quality- the Magnet Framework: Effective, Tested, Comprehensive Chief Nursing Officers (CNOs) have a natural interest in creating the healthy environments that will attract and retain the best clinicians. These are the staff who will consistently achieve high patient and organizational outcomes. The most efficient and effective approach uses an evidence based model to create the ideal practice environment. The recently revised (2008) Magnet Model is an evidence based framework that can be used to set the strategic direction for your patient care team. Implementing this approach may very well be the best use of your time as CNO or nurse leader. The 2008 Magnet Model succinctly depicts the relationship among the 14 Forces of Magnetism (FOMs), which are evidence based elements related to a healthy work environment, conducive to the practice of professional nursing and excellent patient care. Extensive statistical analysis was conducted to reorganize the Sources of Evidence (SOEs, specific criteria that illustrate the intent of each FOM) and FOMs under five domains or components– 1) Transformational Leadership, 2) Structural Empowerment, 3) Exemplary Professional Practice, 4) New Knowledge, Innovation and Improvement, and 5) Outcomes. The recently published Application Manual: Magnet Recognition Program (2008) provides detailed explanations with activities and programs to meet the intent of the five components and major categories. Hospital examples of evidence to demonstrate that the component has been met are unique and not prescriptive. For example, a major category under Transformational Leadership is Strategic Planning. The priorities of the plan are not prescribed; the nursing strategic planning team decides these based on needs, organizational priorities and the mission, vision and values of the facility. Three SOEs require structure and process explanations with examples to illustrate that the intent of the SOE was met. One SOE focuses on the outcomes achieved as a result of the plan. Conducting a gap analysis using the Magnet framework is an excellent process that informs the CNO, nurse leaders and clinical staff of their strengths, weaknesses and opportunities. The framework provides direction and education for the participants in the gap analysis and subsequent planning processes. This information is based on more than 25 years of research on clinical work environments. If you are interested in pursuing use of the Magnet framework and would like to partner with a facilitator with extensive experience in the Magnet process, please contact Amy at (602)538-2548. She would be honored to serve as your guide and partner to enrich your facility’s clinical work environment. You may purchase the manual on the
RESOURCE LISTING
Published since 2003
Buckingham, M. (2007). Go put your strengths to work: 6 powerful steps to achieve outstanding performance. Free Press.
Covey, M.R. (2006). The speed of trust: the one thing that changes everything. Free Press.
Miller, J. (2004). QBQ: the question behind the question. GP Putnam's Sons.
Lencioni, P. (2004). Death by meeting: a leadership fable about solving the most painful problem in business. Jossey-Bass.
Leonard, M. et al. (2004). Achieving sage and reliable healthcare: strategies and solutions. Health Administration Press.
Nance, J.J (2008). Why hospitals should fly: the utlimate flight plan to patient safety and quality care. Institute for Healthcare Improvement
Branham, L. (2005). The 7 hidden reasons employees leave. American Management Association.
Kaye, B. and Jordan-Evans, S. (2005). Love em or lose em: getting good people to stay. Berrett-Koehler Publishing.
Gratton, L. (2007). Hot Spots: why some teams, workplaces, and organizations buzz with energy - and others don't. Berrett-Koehler.
Lee, F. (2004). If Disney ran your hospital.
Spector, R. and McCarthy, P. (2005). The Nordstrom's way to customer service excellence. Wiley and Sons.
Studer, Q. (2004). Hardwiring excellence. Fire Starter Publishing.
Miller, B.C. (2003). Quick team building activities for busy managers. American Management Association.
|
||||||||||
 |
 |
|
|
Home | Services & Outcomes | About Us | Resources & Leading Thoughts | Clients | Inscape Products Thunderbird Leadership Consulting, Inc., Phone: (602) 615-1192, Email: info@thunderbirdleadership.com Site Map - Site best viewed, at a minimum, with Firefox or IE 6 - Site design and development by Flash Point |