The original Magnet™ research study from 1983 identified 14 characteristics differentiating organizations that were best able to recruit and retain nurses during the nursing shortages of the 1970s and 1980s.

These characteristics became the American Nurses Credentialing Center (ANCC) Forces of Magnetism that provide the conceptual framework for the Magnet™ appraisal process. The 14 Forces of Magnetism may be thought of as attributes or outcomes that exemplify excellence in nursing.

In 2008, the Commission on Magnet™ Recognition introduced a new model for Magnet™ to reflect current organizational research. The 14 Forces of Magnetism were embedded into five components.

The new model for Magnet™ defines more clearly how the forces work together to support exceptional patient care and professional nursing excellence. More than ever, the Magnet™ model reflects the global issues facing nursing and healthcare.

The first component, transformational leadership, centers on how leadership establishes a vision (including values, beliefs and behaviors) that will sustain the organization in the future. This component includes transformational thinking,  communication and a focus on dynamic innovation to meet the needs of an ever-changing healthcare environment.

Within this component, you will find Force 1 (quality of nursing leadership) and Force 3 (management style). An important aspect of transformational leadership for our organization is the belief that leadership is an essential role for every member of the team.

Structural empowerment, the second component, examines how the organization’s structure and relationship support innovation and professional practice and embody its mission, vision and values. Contained in this component are Force 2 (organizational structure), Force 4 (personnel policies and programs), Force 10 (community and the healthcare organization), Force 12 (image of nursing) and Force 14 (professional development).

The third component is exemplary professional practice, which encompasses the creation of a vision and systems that foster a professional nursing practice. It also supports the use of knowledge and evidence to generate the best possible outcomes for patients, families, communities and the healthcare team.

This component incorporates the following forces: Force 5 (professional models of care), Force 8 (consultation and resources), Force 9 (autonomy), Force 11 (nurses as teachers) and Force 13 (interdisciplinary relationships).

Our department- and unit-level councils, along with the many resources we have in place to support the nurse at the bedside, reflect our commitment to exemplary professional practice.

New knowledge, innovations and improvements make up the fourth component. Based on Force 6 (quality of care: research and evidence-based practice) and Force 7 (quality improvement) this component targets the importance of the development, implementation and sharing of new knowledge and best practices.

Whether it is through quality improvement or developing an innovative solution, nurses have the opportunity and responsibility to advance the practice of healthcare.

The fifth component is empirical quality results. This component is integrated with the other four components. Force 6 (quality of care) serves as a foundation for this component. It helps direct the organization’s focus on how care is provided and achieved outcomes.

Leadership, structure, professional practice and improvement are all targeted to produce ever-improving outcomes. This component takes ideas and initiatives from theory to results and keeps the organization focused on the factors most critical to long-term success.