Impact of Magnet Culture in Maintaining Quality Outcomes During Periods of Organizational Transition

Abstract

Organizational transition presents substantial risk to maintaining quality outcomes. The leadership style and culture present during periods of change and transition empower the frontline staff to react quickly and identify opportunities. The culture of Magnet develops the skill set that enables staff to be leaders in problem solving and identifying creative care delivery approaches. Objectives of this study were to analyze the impact of organizational transition on patient and staff satisfaction, quality, and safety in a Magnet-designated hospital and determine key factors contributing to these outcomes.

Leading change: a concept analysis

“…With change comes uncertainty and loss (Kotter , Shanley , Maxwell , Foltin & Keller , Gonzalez et al . ). Leaders must create an atmosphere of psychological safety where individuals feel safe to let go of previously held understandings and engage in new behaviors to test the waters of an emerging culture (Kavanagh & Ashkanasy , Foltin & Keller ).…”

“…() and Gonzalez et al . () further support leading change as a process that requires distributed leadership, identifying the importance of empowering staff nurses to construct solutions that lead to a healthy and satisfied workforce. Bingham and Main () describe the role of staff nurses in leading change as driving quality improvement by gathering data and educating others through one‐on‐one and group communication.…”

“…Even in collaborative partnerships where formal leadership positions are not clearly defined, specific individuals do and often must emerge to assume prominent leadership roles (Alexander et al 2001, Boswell & Cannon 2005, Nowell & Harrison 2011. From there, leading change is a collective effort to build momentum by a coalition of change champions often at the middle or meso level of the organization (e.g., nursing unit managers) (Kotter 1996) and ultimately distributed throughout all levels (e.g., hospital staff nurses) ( (2006), Harris (2006), Karp (2006), Kavanagh & Ashkanasy (2006), Kotter (2007) (2015), Gonzalez et al (2015) who are closest to it , Witlock 2009). Each member of the system becomes a leader of change by contributing their individual knowledge, skills and commitment to the collective action of the whole.…”

Contextual Factors Impacting a Pain Management Intervention

“…Hospitals (such as our academic health sciences center) undergoing restructuring and merger can negatively impact nursing working environments (Aiken, Clarke, & Sloane, ; Castner, Wu, & Dean‐Baar, ). Indeed, several studies have demonstrated that restructuring of hospitals and mergers of hospital systems can negatively impact nurses’ job satisfaction and increase burnout (Cummings, Hayduk, & Estabrooks, ; Gonzalez, Wolf, Dudjak, & Jordan, ; Teo, Pick, Newton, Yeung, & Chang, ).…”

The quantitative measurement of nursing care quality: a systematic review of available instruments

“…There are at least three critical factors affecting the need to determine the quality of nursing: rapidly increasing health‐care costs and great competition, which made the equalize of quality and cost one of the most important issues in health‐care organizations (Gonzalez et al. ).…”