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Magnet Recognition and Practice Development: Two journeys towards practice improvement in health care
Author(s) -
Jordan Zoe
Publication year - 2009
Publication title -
international journal of nursing practice
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.62
H-Index - 55
eISSN - 1440-172X
pISSN - 1322-7114
DOI - 10.1111/j.1440-172x.2009.01798.x
Subject(s) - context (archaeology) , nursing , quality management , public relations , quality (philosophy) , organizational culture , convergence (economics) , medicine , health care , order (exchange) , service (business) , business , process management , political science , marketing , economic growth , philosophy , epistemology , finance , economics , law , biology , paleontology
Health service providers continue to struggle with recruitment, retention, evidence‐based practice and practice improvement in order to provide high‐quality care for the communities they serve. In doing so, they are often required to implement strategies, which require considerable change at both organizational and ward/unit levels. The question remains, how do health service providers instigate processes that will result in positive and sustainable changes to practice and better outcomes for staff and patients? This paper outlines two increasingly used strategies for practice improvement (namely Magnet Recognition and Practice Development), their points of convergence and divergence and makes some broad recommendations for those seeking effective strategies for change that are cognizant of context and culture.