Magnet hospital status was introduced in the 1990s, intending to provide the highest
standard for nursing practice and lead in medical treatments and innovations. Some of these
hospitals are world-renowned, such as the Mayo Clinic, the Cleveland Clinic, and Johns
Hopkins, all healthcare leaders (Why Become Magnet?, n.d.). The culture for cultivating such
success for patients revolves around the staff, starting with senior leadership (Journey to Magnet
Excellence, n.d.). Instead of being an institution focused on fixing past problems, senior leaders
of Magnet hospitals are focused on the future based on new practices to meet future needs. This
type of leadership empowers nurses and their practice, encouraging growth using past and
present scientific evidence encompassed in their practice (Journey to Magnet Excellence, n.d.).
Magnet hospitals' culture fosters nurses by encouraging education, innovation, and improved
practice, ultimately creating top-of-the-line treatments and best patient outcomes.
Evidence-based practice, education, research, and innovation are part of the fundamentals
of Magnet hospital culture (At The Core of Magnet: Innovations and Outcomes, 2020). This
practice is accomplished by strong senior leaders who encourage new evidence-based practice
and an open environment to consider the validity of past and current practice without
repercussion (At The Core of Magnet: Innovations and Outcomes, 2020). This ultimately
encourages research and self-education to improve patient outcomes through innovative,
evidence-based practice (Barton et.al., 2012). Ultimately, policy change from the nurturing
environment of Magnet hospitals allows and encourages policy change within the institution and
eventually makes policy and practice change throughout the nursing world. Nurses working in
these institutions also have higher work satisfaction and a greater retention rate, indicating that
Magnet hospitals' cultures allow for more excellent nurse-driven practice, with input recognized
as beneficial to patient outcomes; questioning past practices is encouraged and welcome
(Journey to Magnet Excellence, 2017). As an emergency department nurse, I strive to learn and
improve my practice and, ultimately, the practice of others by expanding the team's knowledge
base and techniques. I have implemented splinting courses and reviewed and revised code policy
and team assignments before receiving a patient to prevent confusion and improve patient
outcomes. I read current evidence-based practice on diagnoses seen frequently in the ED to
ensure we are updated with policy and treatment in our critical access hospital. It would be a
welcome change to see questions and critical analysis of procedures performed at the institution
encouraged by senior leadership. I feel that would improve our nurse practice and retention
within the institution and increase patient outcomes and satisfaction. Magnet hospitals' new
knowledge, innovations, and improvements encourage nurses to move their healthcare practice
forward, fostering a learning environment and ultimately leading the way for best practice and
patient outcomes.
At the core of Magnet: Innovations and outcomes.
(2020). www.wolterskluwer.com. https://www.wolterskluwer.com/en/expert-insights/at-
the-core-of-magnet-innovations-and-outcomes
Barton, S. J., Forster, E. K., Stuart, M. E., Patton, A. M., Rim, J. S., & Torowicz, D. L. (2012).
Journey to Magnet Excellence. (2017, October 30).
ANA. https://www.nursingworld.org/organizational-programs/magnet/journey-to-
magnet-excellence/
New knowledge, innovations, and improvement in a Magnet® Children's Hospital Cardiac
Center. Journal of pediatric nursing, 27(3), 271–274.
https://doi.org/10.1016/j.pedn.2011.07.002
Why become Magnet? (n.d.). ANA.
https://www.nursingworld.org/organizational-programs/magnet/about-magnet/why-
become-magnet/
Responses
1
Like you, I have not worked in a magnet hospital, however based on
its principals and it sounds like a place I would thrive. I found the
team-based culture across all disciples exciting and the opposite of
what I experienced. This approach appears to empower and grow
nurses and raise the standard of practice for patient care.
2.
Active participation within your organization by listening to concerns
and providing guidance is excellent leadership that inspires positive
change. Magnet status is just that- positive changes can occur by
following the guidelines without Magnet status.
3.
I couldn’t agree with your statement about leadership more. Nurse
leaders should inspire positive change within an organization, praise
accomplishments, and encourage growth. Contributing to improving
daily nursing practice would make a stronger team and inspire
others to do the same.
