2.50
Hdl Handle:
http://hdl.handle.net/10755/153278
Type:
Presentation
Title:
Translating the Evidence into a New Practice Model
Abstract:
Translating the Evidence into a New Practice Model
Conference Sponsor:Sigma Theta Tau International
Conference Year:2006
Author:Murray, Maureen F., RN, MS, CNA
P.I. Institution Name:Bassett Healthcare
Title:Nurse Manager, Acute Care Medicine, Bassett Healthcare
Co-Authors:Jeanne-Marie Havener, PhD, RNCS, FNP; Connie Jastremski, MS, MBA; Joanna McCall, BS, RN
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.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleTranslating the Evidence into a New Practice Modelen_GB
dc.identifier.urihttp://hdl.handle.net/10755/153278-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Translating the Evidence into a New Practice Model</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2006</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Murray, Maureen F., RN, MS, CNA</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Bassett Healthcare</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Nurse Manager, Acute Care Medicine, Bassett Healthcare</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">maureen.murray@bassett.org</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">Jeanne-Marie Havener, PhD, RNCS, FNP; Connie Jastremski, MS, MBA; Joanna McCall, BS, RN</td></tr><tr><td colspan="2" class="item-abstract">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.&nbsp; 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.&nbsp; 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.</td></tr></table>en_GB
dc.date.available2011-10-26T12:09:56Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T12:09:56Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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