Magnet: The Next Generation: Nurses Making the Difference. Karen Drenkard, Gail Wolf, and Shirley Morgan, editors. 2011. Silver Spring, MD: American Nurses Credentialing Center. Soft cover, 194 pages, available for $24.95 ($19.95 ANA member price) and can be ordered at http://www.nursesbooks.org/.
Magnet: The Next Generation-Nurses Making a Difference, published in 2011, is the latest in a series of books written about the ANCC Magnet Recognition Program. Magnet: The Next Generation examines the evolution of the new model that was introduced in 2008. The book explores changes that have occurred since the ANCC published its last book about the Magnet Recognition Program in 2002. These changes include the 5 key components introduced in 2008: Transformational Leadership; Structural Empowerment; Exemplary Professional Practice; New Knowledge, Innovations, and Improvements; and Empirical Outcomes. Twenty-one nursing leaders contribute to the 11 chapters that make up the book providing a broad view of the conceptualization of the next generation of the ANCC Magnet Program. I believe that this book would be helpful to nurses and nurse leaders from Magnet hospitals, those considering Magnet application, and those who are not seeking Magnet credentialing but are interested in creating a "Magnet-like" environment at their hospital or health system. As ANCC Executive Director, Karen Drenkard, PhD, RN, NEA-BC, FAAN, so cleverly stated, "Magnet is Magnet, but non Magnet is not necessarily not Magnet!"
The book opens with an interesting historical journey of the ANCC Magnet program from its genesis resulting from a 1983 American Academy of Nursing Task Force on Nursing Practice in Hospitals study of 165 hospitals aimed at identifying and describing variables that created an environment that attracted and retained well-qualified nurses who promoted quality care for patients, residents, or clients. Of these 165 hospitals, 41 were described as "Magnet" hospitals because of their ability to attract and retain professional nurses. Other key milestones include the ANCC designation of the University of Washington Medical Center in Seattle as the first Magnet organization in the United States in 1994, the change in name to the Magnet Recognition Program in 2002, and more recently (2008), the development of the 5-component conceptual model for Magnet and vision for the future that integrates the 14 forces of magnetism, which had previously been the primary structure for Magnet.
The book provides nursing leaders with a chapter-by-chapter detailed description of the 5-component model. The 5 chapters discussing the Magnet components-Transformational Leadership; Structural Empowerment; Exemplary Professional Practice; New Knowledge, Innovations, and Improvements; and Empirical Outcomes-provide a comprehensive overview of how the components work synergistically to create the overarching Magnet framework. As the reader progresses through the chapters of the book, it becomes evident that the 14 forces of magnetism are integrated throughout the new 5-component model. For example, the chapter on Transformational Leadership delves deeply into the history, evolution, and importance of transformational leadership in a developing Magnet facility.
Once the book established the tenets related to the 5-component Magnet model, the authors set the stage for continued evolution of the Magnet program with a chapter dedicated to global expansion. Recognizing that the nursing shortage is not limited to the United States, the chapter outlines the ANCC journey toward international credentialing, resulting in recognition of 4 international Magnet hospitals at the time of publication.
The book also contains a chapter, Magnet Practice Environments and Outcomes, that provides a systematic review, which, according to the authors, encompassed 31 research articles that reported results from primary or secondary data analysis and included nurse or patient outcome variables. Through their review, the authors have been able to demonstrate that a body of consistent and comparable evidence is growing that shows that nurse job satisfaction, nurses' intent to leave, and nurse-perceived quality of care are more favorable in Magnet organizations.
Chapter 11 provides a template for helping the chief nurse executive deliver a solid business case to the organizational executive suite that supports the Magnet credentialing process. On the basis of decreasing costs, improving productivity, and improved health care outcomes, this chapter provides detailed strategies for building a compelling business strategy for the Magnet framework for key organizational leaders. Included in this chapter are helpful graphs depicting detailed examples for calculating return on investment for a sample 500-bed hospital.
The final chapter considers the role of nursing in influencing the future shape of health care. This chapter provides brief insight into the process for development of heath polices and the role that Magnet nurses play in health policy. For example, nurses in Magnet hospitals typically have higher education levels and greater participation in decision making. With these attributes, Magnet nurses are best positioned to serve as leaders to influence health care policy. The authors of this chapter conclude with the fact that with more than 3 million nurses, nursing is the largest professional group in the United States and as such is well positioned to influence the future of patient care delivery.