Transformation of a Nursing Culture Through Actualization of a Nursing Professional Practice Model

Abstract

Leading and effecting meaningful change in a nursing division culture, such as the type required to achieve Magnet designation, entails senior nurse executives to be well-acquainted not only with the facts and figures of their business but also with the nuances, myths, and cultures that either enable or block a change from occurring. Expert nurse leaders embrace the story being told by data on dashboards and the quality outcomes achieved and look beyond those points of information out to the edges of their division. These nurse executives also seek to understand the pivotal, perhaps seemingly inconsequential things (notions, beliefs, cultural beliefs, and stories) that will block or tip a culture to change and achieve success. At the Hospital of the University of Pennsylvania (HUP), a Magnet-designated organization, the road to Magnet was not straightforward. Instead, the path was a winding, learning journey. Through authentic leadership and the conception and actualization of a professional practice model, the HUP Nursing Excellence in Professional Practice (HUP NEPP) model, Magnet designation was achieved and a nursing culture was transformed.

Professional practice models for nursing: a review of the literature and synthesis of key components

“…). Benner's () model was also used in conjunction with other theory or concepts to inform particular aspects of the PPM, such as a clinical advancement programme (Jost & Rich ), narrative culture (Erickson & Ditomassi ) or transformational model (Harwood et al . ,b).…”

Critical Care Nurses’ Reasons for Poor Attendance at a Continuous Professional Development Program

“…[13] People in organisation are 'the key to success or failure'. [19] If one wants to ensure the success of a CPD programme, it is essential to ensure that the nurses collaborate throughout the decision making process, including the planning (learning needs assessment) and implementation of the programme. Using a top-down approach where the clinical facilitator and unit managers decide on the content, time and strategies to be used during the CPD programme may result in unsatisfactory attendance.…”

Nurses’ Experiences of Managing and Management in a Critical Care Unit

“…Motivation of staff toward organizational goals through articulated and promoted visions and values rather than coercion is dominant in the literature. This has extended to include such elements as spiritual and emotional intelligence, the creation of soulful workplaces, and transformation of a nursing culture (Dye, 2010; Jost & Rich, 2010) wherein the skilled management of emotions and worker energy are tapped.…”