Paper
Saturday, 22 July 2006
This presentation is part of : Nursing Leadership Strategies
Translating the Evidence into a New Practice Model
Maureen F. Murray, RN, MS, CNA, Nursing, Bassett Healthcare, Cooperstown, NY, USA, Jeanne-Marie Havener, PhD, RNCS, FNP, Nursing, Hartwick College and Bassett Healthcare, Oneonta, NY, USA, Connie Jastremski, MS, MBA, Administration, Bassett Healthcare, Cooperstown, NY, USA, and Joanna McCall, BS, RN, Ambulatory Nursing, Bassett Healthcare; Hartwick College, Cooperstown, NY, USA.
Learning Objective #1: Identify the processes used in engaging staff nurses in a study to redesign the shared governance model at a rual Magnet institution.
Learning Objective #2: Understand the research findings in light of the principles of Shared Governance and their influence on the reconditioning of the professional practice model.
The Magnet journey for this small rural teaching hospital affirmed that the professional practice model, established in 1990 and modified in 1995, had made a positive and significant impact on the nursing culture.  At the same time, the self-appraisal process clarified the need for an update of the model.     The 1990 model, based on Porter-O’Grady’s work on shared governance, became the foundation for the “Forces of Magnetism”. However, a “Code Green” in the mid-1990s transformed the professional nursing model to more accurately reflect thinning resources and the practice environment, over time, became deconditioned.     In 2003, the Professional Practice Association’s Steering Committee approved a proposed evidence-based project to re-examine and recondition the professional practice model.  A project team was designated and the team developed surveys and trained an ad hoc group of nurses in focus group methodology. Employing principles of organizational change (Bolton, 2004) and Porter-O’Grady’s Shared Governance -partnership, accountability, equity and ownership-, surveys and focus groups were conducted as a means of engaging nurses throughout the organization in a dialogue about the mission, vision, values, and future of their practice. Information from this process was thematically analyzed (Barnard, 1991) by members of the project team and used to assist the Steering Committee in reconditioning the practice model and the nursing organizational structures.          

See more of Nursing Leadership Strategies
See more of The 17th International Nursing Research Congress Focusing on Evidence-Based Practice (19-22 July 2006)