Specialty Focus: Magnetic Pull: Multidisciplinary communication strategies for Magnet® sucess
Kim M. Crady BSN, RN
Lucinda Deputy BSN, RN, NE-BC
Louise M. Milligan
Debra Stiffler MSN, RN, NE-BC
Pamela Turner PhD, APRN, CPN, NEA-BC
Carol H. Whitefield BSN, RN, HNB-BC

$3.95 		Nursing Management
April 2011 
Volume 42  Number 4
Pages 49 - 53
 
  PDF Version Available!

ABSTRACT
Early in its Magnet(R) journey, Baptist Health faced a considerable problem: It lacked a sufficient communication infrastructure to get all 8,000 of its employees on the same page at the same time. What it lacked in structure, however, it made up for in its collaborative spirit. The organization had the will to collaborate and communicate about key Magnet concepts; it simply lacked a way to engage all employees system-wide in sharing practices, ideas, and feedback in a timely and effective manner. The Magnet Communication Committee was formed to create structures, strategies, and processes to bridge the organization's communication gaps across all disciplines and locations. In doing so, the committee helped create the most successful system for communication and employee alignment in the organization's history.Baptist Health began its Magnet journey by initiating an extensive internal gap analysis, which benchmarked units, facilities, and the system against Magnet criteria. Nursing leaders and nursing clinical staff from each hospital collaborated to design and implement the analysis. Teams of four were assigned Magnet components and tasked with researching the related sources of evidence at each facility. Teams allocated 1 day per week for 4 months to conduct crosswalks, collect information, engage in face-to-face discussions, and research hospital policies, procedures, and practices. This comprehensive, cross-facility approach resulted in an objective assessment of how each facility was meeting sources of evidence.Results were compiled in a gap analysis matrix, which revealed pockets of missing data related to sources of evidence. The teams initiated additional analysis and partnered with system-level departments, such as finance and human resources, either to fill the gaps or to verify the absence of data. Analysis of the completed matrix yielded two key insights. First, few gaps existed across the system. Where one hospital lacked evidence, another excelled in providing

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