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ANCC Forces of Magnetism (Nursing) Cheat Sheet (DRAFT) by [deleted]

This is a draft cheat sheet. It is a work in progress and is not finished yet.


The original Magnet® research study conducted in 1983 identified 14 charac­ter­istics that differ­ent­iated organi­zations best able to recruit and retain nurses during the nursing shortages years. These charac­ter­istics are known as the ANCC Forces of Magnetism that provide the conceptual framework for the Magnet appraisal process. The Forces of Magnetism are attributes or outcomes that exemplify nursing excell­ence. The full expression of the Forces of Magnetism is required to achieve Magnet design­ation and embody a profes­sional enviro­nment guided by strong and visionary nursing leaders who advocate and support excellence in nursing practice.
Credit: http:/­/ww­w.n­urs­ecr­ede­nti­ali­ng.o­rg­/Ma­gne­t/P­rog­ram­Ove­rvi­ew/­His­tor­yof­the­Mag­net­Pro­gra­m/F­orc­eso­fMa­gnetism
ANCC is the world's largest & presti­gious nurse creden­tialing organi­zation. A subsidiary of the American Nurses Associ­ation (ANA).

Force 1: Quality of Nursing Leadership

Knowle­dge­able, strong, risk-t­aking nurse leaders follow a well-a­rti­cul­ated, strategic and visionary philosophy in the day-to-day operations of nursing services. Nursing leaders, at all organi­zat­ional levels, convey a strong sense of advocacy and support for the staff and for the patient. The results of quality leadership are evident in nursing practice at the patient's side.

Force 2: Organi­zat­ional Structure

Organi­zat­ional structures are generally flat, rather than tall, and decent­ralized decisi­on-­making prevails. The organi­zat­ional structure is dynamic and responsive to change. Strong nursing repres­ent­ation is evident in the organi­zat­ional committee structure. Execut­ive­-level nursing leaders serve at the executive level of the organi­zation. The Chief Nursing Officer typically reports directly to the Chief Executive Officer. The organi­zation has a functi­oning and productive system of shared decisi­on-­making.

Force 3: Management Style

Health care organi­zation and nursing leaders create an enviro­nment supporting partic­ipa­tion. Feedback is encour­aged, valued and incorp­orated from all the staff. Nurses serving in leadership positions are visible, accessible & committed to effective commun­ication

Force 4: Personnel Policies and Programs

Salaries and benefits are compet­itive. Creative and flexible staffing models that support a safe and healthy work enviro­nment are used. Personnel policies are created with direct care nurse involv­ement. Signif­icant opport­unities for profes­sional growth exist in admini­str­ative and clinical tracks. Personnel policies and programs support profes­sional nursing practice, work/life balance, and the quality care.

Force 5: Profes­sional Models of Care

There are models of care that give nurses respon­sib­ility and authority for the provision of direct patient care. Nurses are accoun­table for their own practice as well as the coordi­nation of care. The models of care (i.e., primary nursing, case manage­ment, family­-ce­ntered, district, and wholistic) provide for the continuity of care across the continuum. The models take into consid­eration patients' unique needs and provide skilled nurses and adequate resources to accomplish desired outcomes.

Force 6: Quality of Care

Quality is the driving force for nursing and the organi­zation. Nurses serving in leadership positions most providing an enviro­nment that positively influences patient outcomes.

Force 7: Quality Improv­ement

The organi­zation has structures and processes for the measuring quality and programs for improving the quality of care and services within the organi­zation.

Force 8: Consul­tation and Resources

The health care organi­zation provides adequate resources, support and opport­unities for the utiliz­ation of experts, partic­ularly advanced practice nurses. The organi­zation promotes involv­ement of nurses in profes­sional organi­zations and among peers in the community.

Force 9: Autonomy

Autonomous nursing care is the ability of a nurse to assess and provide nursing actions as approp­riate for patient care based on compet­ence, profes­sional expertise and knowledge. The nurse is expected to practice autono­mously, consistent with profes­sional standards. Indepe­ndent judgment is expected within the context of interd­isc­ipl­ina­ry/­mul­tid­isc­ipl­inary approaches to patien­t/r­esi­den­t/c­lient care.

Force 10: Community & the Health Care Org

Relati­onships are establ­ished within and among all types of health care organi­zations and other community organi­zat­ions, to develop strong partne­rships that support improved client outcomes and the health of the commun­ities they serve.

Force 11: Nurses as Teachers

Profes­sional nurses are involved in educat­ional activities within the organi­zation and community. Students from a variety of academic programs are welcomed and supported in the organi­zation; contra­ctual arrang­ements are mutually benefi­cial.

There is a develo­pment and mentoring program for staff preceptors for all levels of students (including students, new graduates, experi­enced nurses, etc.). In all positions, staff serve as faculty and preceptors for students from a variety of academic programs. There is a patient education program that meets the diverse needs of patients in all of the care settings of the organi­zation.

Force 12: Image of Nursing

The services provided by nurses are charac­terized as essential by other members of the health care team. Nurses are viewed as integral to the health care organi­zat­ion's ability to provide patient care. Nursing effect­ively influences system­-wide processes. return to top

Force 13: Interd­isc­ipl­inary Relati­onships

Collab­orative working relati­onships within and among the discip­lines are valued. Mutual respect is based on the premise that all members of the health care team make essential and meaningful contri­butions in the achiev­ement of clinical outcomes. Conflict management strategies are in place and are used effect­ively, when indicated.

Force 14: Profes­sional Develo­pment

The health care organi­zation values and supports the personal and profes­sional growth and develo­pment of staff. In addition to quality orient­ation and in-service education addressed earlier in Force 11, Nurses as Teachers, emphasis is placed on career develo­pment services. Programs that promote formal education, profes­sional certif­ica­tion, and career develo­pment are evident. Compet­enc­y-based clinical and leader­shi­p/m­ana­gement develo­pment is promoted and adequate human and fiscal resources for all profes­sional develo­pment programs are provided.