The Magnetism of Theory

JONA Volume 37, Number 3, pp 144-149 Copyright B 2007 Wolters Kluwer Health Lippincott Williams & Wilkins THE JOURNAL OF NURSING ADMINISTRATION The Magnetism of Theory Resonance to Radiance Linda K. Birk, PhD, RN Theory was largely considered to be the province of academia until the Magnet Recognition Program brought it into the mainstream of hospital nursing practice. The author describes how 1 hospital selected a nursing theory and philosophy, integrated the concepts across nursing services, and positively affected the hospital as a whole. Jean Watson s theory of human caring was chosen because it closely aligned with the culture of the organization. Specific implementation strategies are discussed, and outcomes of the process are described. This article will assist others engaged in similar endeavors. Nursing theory is unfamiliar to many hospital staff nurses. Approximately 60% of all staff nurses in the United States are associate degree graduates, whose prelicensure programs focus on clinical skills, not theoretical concepts. 1 In contrast, baccalaureate-prepared nurses are exposed to theories as students but, after graduation, may not fully understand the value of theory or apply this knowledge to practice. Generally, the understanding and application of theory, especially nursing theory, are associated with advanced nursing practice and the ideals of professors, not the real work of direct care staff nurses in hospitals. Even though hospital nurses may not link theory with day-to-day practice, the American Nurses Credentialing Center (ANCC) standards for Magnet designation refer to applied theoretical frameworks and articulated philosophy in day-to-day operations. 2 These and additional Author s affiliations: Chairperson, Institutional Review Board; Member, Magnet Steering Team; and Facilitator, Nursing Research Interest Group, Central Baptist Hospital, Lexington, Ky. Correspondence: Central Baptist Hospital, 1740 Nicholasville Rd, Lexington, KY 40503 (lbirk@insightbb.com; khill@bhsi.com). indicators reflect forces within a hospital environment associated with excellence in nursing care. 2 Central Baptist Hospital in Lexington, Ky, embarked on the Magnet journey in 2002. Central Baptist, a 371-bed acute care tertiary hospital with approximately 850 registered nurses and 50 licensed practical nurses, served more than 180,000 inpatients and outpatients in fiscal year 2005. Extensive involvement in the community through wellness programs, participation in nationally sponsored fundraising events, connections with varied social service agencies, and strong responses to relief efforts in the wake of recent natural disasters contribute to a 50-year reputation for commitment to be a healing force in our community by providing quality, compassionate health services consistent with our Christian values. One of 5 hospitals comprising Baptist Healthcare System based solely in Kentucky, Central Baptist is structured through service pathways and councils that support a shared-governance model of decision making. The chief nurse executive is a vibrant and highly influential leader whose penchant for organizational strategy, abiding belief in the compassionate quality of the hospital s environment, and confidence in the exceptional patient care provided everyday energized the journey to Magnet designation awarded in October 2005. During the site visit, ANCC surveyors complimented the extent to which theory was integrated throughout the facility. Theory Selection: Resonance With Nursing and the Organization Results of a gap analysis performed before preparation of the documents for submission to ANCC 144 JONA Vol. 37, No. 3 March 2007

revealed the need for explicit theoretical and philosophical frameworks to ground nursing services. This need posed the initial challenge for the Magnet Steering Team, whose overall responsibilities included documenting the forces of magnetism, 2 communicating the process to all employees, helping nursing units prepare for the site visit, planning the celebration of outcomes (with or without Magnet designation), and developing the first strategic plan for nursing services. The initial goal of the team was to select a theory that was clearly described, relevant to nurses in any role, and resonant with the culture of the organization (hospital). Furthermore, the ideal theory could be incorporated across all clinical environments, managerial styles, and interpersonal relationships throughout the organization. Explicit assumptions guided the theory work (Figure 1). Realizing that nursing philosophy would be more widely accepted if the tenets were congruent with the mission and philosophy of the organization, the first task of the steering team was to uncover those underlying beliefs. Input gathered over a 9-month period during the development of the nursing strategic plan supplemented this process. All hospital directors, more than 70 staff nurses, the senior executives, and members of the administrative board provided input through written surveys and focus groups. Employee survey data pertaining to the work climate were also included in the decision-making process. Concurrent with the development of the strategic plan, a small task force, referred to as the theory group, developed within the steering team. This group of nurse leaders and educators, enriched by the addition of 2 chaplains well versed in varied theoretical perspectives, was charged with examining the theoretical and philosophical issues posed by ANCC standards. Having considered the Figure 1. Assumptions. true spirit of our nurses, the hospital culture, and the dynamic character of the hospital environment, the group was attracted to growth-oriented perspectives in contrast to more static models. 1 Within this perspective, caring theory had implications for nursing practice and administration. 3 Several individuals within the group conversant with Dr Jean Watson s theory of nursing as the art and science of human caring 4 believed that the philosophical nature of her work 5 supported the hospital s mission and legacy of compassion as well as ANCC standards. The next task was to systematically compare the mission and philosophy statements of the corporation and hospital with the 10 carative factors germane to Watson s theory. 4,5 The congruence in language (verbal and written) between ideas expressed within our corporation and hospital and Watson s theory was evident. Moreover, the tenets of her theory aligned with our organizational culture, were readily understood, and could be articulated by employees. Before statements reflecting the unique mission and philosophy of nursing services were completed, a set of beliefs about nursing was drafted by nurses within the theory group and presented to staff nurses for their response. Ideally, a theoretical framework is selected based on a philosophical stance. However, at Central Baptist, the selection of a philosophy-based theory aided the work of clarifying beliefs held by nurses: To honor the unity of mind/body/ spirit, respect the myriad of sociocultural environments, consider healing in the context of relationships, acknowledge caring moments as mutually gratifying, describe a caring atmosphere as genuine and reciprocal, and recognize that caring action is deliberate. This belief set drove the development of mission and philosophy statements for nursing services that mirrored the mission and philosophy statements of the hospital and corporation. Renewed clarity in nursing services mission and philosophy prompted the emergence of a key planning assumption used to frame the nursing strategic plan: Nursing provides a caring-centered environment that optimizes health and wellness. When completed, the goals of the hospital and nursing strategic plans were congruent in supporting organizational and corporate priorities and Watson s theory. In retrospect, this stage of the process would have been strengthened by the inclusion of greater numbers of nurses who could have provided a richer range of views and perspectives as well as critique and feedback on the belief set drafted by JONA Vol. 37, No. 3 March 2007 145

the theory group and the carative factors selected for emphasis. All would agree that maximum input by direct care nurses is preferred but can be difficult to attain given the demands on their time and energies. Theory Integration: Engage Individuals, Hardwire the System Although most hospital staff manifested caring behavior, articulation of the theoretical principles was crucial. Watson s 4,5 theoretical framework includes 10 carative factors, and the following were selected for initial emphasis at Central Baptist: the installation of faith and hope, a cultivation of sensitivity to oneself and others, development of helping-trusting relationships, systematic use of scientific problem solving, and promotion of interpersonal teaching-learning. We believed that these particular factors could best translate caring concepts to a wide range of employees, provide cohesion across hospital processes, and support evidence-based practice. The other carative factors recognized were love of self and others, expression of positive and negative feelings, provision for the totality of health, assistance with the gratification of human needs, and openness to experiential dimensions of the human experience. Promoting familiarity with Watson s theoretical concepts was the first step in intellectually engaging staff so that caring acts could be performed consciously and intuitively. Information was circulated to nurse leaders and educators to support a super user strategy of execution. To increase awareness of the theory on the unit level, books and journal articles authored by Dr Watson 4Y12 were distributed to staff and discussed at team meetings. Multiple avenues for communication were used (Figure 2). As this process unfolded, other nurses within the organization who were familiar with Watson s theory emerged. To further engage direct care nurses, a group referred to as the Magnet Nurse Champions was formed. This influential group of 55 direct care staff nurses represented all units where nurses work and consisted of clinical experts and/or informal leaders. Selection was based on volunteerism, with nurse directors input to ensure diversity of experience, educational level, and ability to enthuse peers. A venue for connection and communication, this group had the purpose to champion the process of acquiring Magnet designation and the implementation of Watson s theory. Supported by steering team members, the nurse champions met monthly to exchange information, ideas, and experiences so that they could convey to their peers what they learned. A vital element in the creation of enthusiasm for this project was the physical presence of Dr Watson at our facility. She presented an overview of her theory as well as suggestions for implementation at a symposium hosted in conjunction with a local college of nursing. Before this event, the author introduced Watson s ideas at a meeting of the nurse champions. Watson s daylong presentation was attended to capacity by a range of hospital employees, nursing students, nursing faculty, and colleagues from the community. Feedback after this program was resoundingly positive, and 2 years later, she returned to delve further into the application of her theory in our setting. An additional objective of the second visit was to provide the nurse champions an opportunity to articulate the many manifestations of caring behavior observed and experienced throughout the facility. The steering team recognized that these personal affirmations would nurture ongoing integration efforts. After Dr Watson s initial presentation, the nurse champions met to discuss the impact of her ideas and described how refreshing it was to reconnect with the wonder of nursing, the value of learning from each other, and the importance of caring for each other and ourselves. The need for respite and a solitary place to rest, think, and recharge was emphasized. The prevailing mention of the need for self-care as crucial to caring for others led to the Figure 2. Communication venues. 146 JONA Vol. 37, No. 3 March 2007

formation of a cross-discipline consultative team of coaches whose mission was to promote a culture of welcome, renewal, calmness, and community to nurture selves and others. The team chose the name Healing Community to reflect caring-centered values and house-wide inclusion to begin the process of integration across multiple areas within the facility. Composed of a chaplain, nurses, and a respiratory therapist interested in the project, the Healing Community team planned a major celebration for employees accomplishments (complete with chocolate fountain and a disco ball), arranged for shut-ins to be serenaded at Christmas, wrote monthly testimonials of healing moments in the employee newsletter, and offered to assist staff in humanizing their workspaces. The intent of all initiatives was to promote a work culture that nourished the care giver and the patient. As healing projects gained visibility, stories of unit-level activities reflecting Watson s theory were recounted in meetings across the hospital in addition to out-of-pocket, off-the-clock, above-andbeyond expressions of caring by individual staff members. To help identify these behaviors within Watson s theoretical context, we sorted them according to the carative factor they most closely portrayed (Figure 3). Furthermore, these and other exemplars of caring were published monthly in the employee newsletter column The Heart & Soul of Nursing. Thirty-four of these touching accounts were compiled into a book dedicated to all nurses at Central Baptist and given to them as part of Nurses Day festivities. Embedded in the hospital culture, the column continues, and voicing caring acts has become common practice as the invigorating power of story has been recognized. Figure 3. Carative activities and gestures. JONA Vol. 37, No. 3 March 2007 147

Even though caring behavior was displayed by many individuals, the steering team believed that the expectation to manifest caring should be hardwired across institutional processes. Although more work remains to be done, some efforts included incorporating a care-related goal within the nursing strategic plan; rewriting policies and procedures, career ladder models, and job descriptions that impact performance appraisals (and pay); adding a department-level requirement for Healing Community initiative reflected in department minutes; and revising orientation and leadership curricula to include caring-relevant concepts. Also being discussed are the creation of a caring council, 13 modification of the language in our computerized charting system to reflect Watson s carative factors, 14 and revision of hiring practices based on caring competencies, as well as an effective way to improve interpersonal and group dynamics. The need for thorough communication and reinforcement notwithstanding, the fundamental challenge facing this effort is how to embed caring within institutional practices so expectations are clear and accountability is reinforced without diminishing optimism and the soul of the work. Outcomes: Revelations and Radiance Opportunities to voice expressions of caring and being cared for revealed a deep commitment to nursing and the mission of the hospital. Healing Community initiatives projected genuine interest in the care giver. Another outgrowth of the Magnet journey was the formation of the nursing research interest group. This group s objectives are to enhance the following: the critique and application of Watson s ideology and other theories across clinical and administrative practices, the acquisition and utilization of knowledge to support evidence-based practice, the use of scientific problem solving for decision making, and the understanding and im plementation of the research process. Any hospital staff member may attend; however, nurses are highly encouraged to support this process. The facilitator convenes the group monthly, arranges topics and speakers who address the objectives, and communicates the proceedings to attendees and all nurse directors, nurse educators, clinical research coordinators, and the nurse champions. As nurses at Central Baptist enrolled in graduate programs used Watson s theory to address clinical and leadership issues, this group provided a new opportunity for professional discourse about her ideas in the context of evidencebased practice. Also discussed were unit-based quality projects so all could benefit. Intellectual interest in nursing theory and scholarship were also promoted. Support for research resulted in a pilot study (in progress) approved by the hospital s institutional review board to examine the relationship between nurse caring behaviors perceived by patients 15Y17 and patient satisfaction on 1 unit at the hospital. A secondary aim was to identify which nurse behaviors are perceived as caring or noncaring to guide future research and/or quality improvement efforts. In support of the pilot project and other scholarly efforts, as well as the growing interest in dissemination of knowledge, a 5-part workshop series, Writing for Publication, was offered to all employees. Since embracing Watson s theory, Central Baptist has been invited to participate with the Caritas Consortium, an international network of individuals representing about 20 institutions (mostly hospitals) at various stages of integrating caring science. 18,19 This group, including Dr Watson, began meeting twice yearly in 2004 to share ideas and resources related to the momentum and integration of caring ideology and to collaborate to implement research that examines the effect of caring on patient care quality outcomes. As theory was systematically incorporated into nursing services, nurses and others became more introspective regarding the nature of healing work. The connection with and implementation of Watson s theory reaffirmed our mission, informed our practice, and brought conscious intent to our philosophy of care. The importance of caring behaviors was rekindled. The prominence afforded caring/nursing competencies in relation to traditional curing/medical competencies generated a sense of pride in nurses_ abilities and the intrinsic value of caring. A growing awareness that caring acts do not depend on physicians_ orders was empowering. Shared language that expressed the nursing experience was freeing and generated a sense of nobility in healing work. Another hospital in the system became intrigued by our adventure and embraced Watson s theory. Nurse leaders, educators, direct care staff, and nurse champions continue to learn about, critique, and apply caritas factors. Publicly relating stories of creativity and compassion nourishes everyone. The integration of theory is evolutionary and illuminates all we do in striving to embody excellence in nursing practice. Theory that resonates within the organization imparts a magnetic radiance that patients and care givers can recognize. Acknowledgment The author thanks Karen S. Hill, MSN, RN, CNAA, BC, FACHE, Vice President/Nurse Executive, Central Baptist Hospital, Lexington, Ky, for her support and enthusiasm. 148 JONA Vol. 37, No. 3 March 2007

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