But in those previous revolutions, people were able to move to other fields of endeavor. Over the previous three industrial revolutions we have seen technological unemployment: People, humans, being put out of work by the latest technology. Some see technology as the silver bullet that will solve all our problems. To do so, we must be fluent in the language of technology. Therefore, we must be able converse in a strategic manner with the stakeholders developing the technologies as well as those involved in purchasing and implementing them within our organizations.
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We interact with technology daily in our personal and professional lives. If we are willing to raise our voices, we can leverage the trust placed in our profession and begin to influence decisions.įluency in the language of economics and power can better influence decision makers to recognize-and utilize-the value of the nursing profession. While functioning as the backbone of healthcare delivery, nurses still struggle or hesitate to articulate our value as a profession. Value is another source of power in the economics of decision making. We must be bold and use the power of trust placed in us to influence decisions being made about our profession. What about the power of trust? In many countries around the world nurses are seen as the most trusted profession however, we have been hesitant to leverage that trust. But money is just one of many forms of power. I think we have all heard the Golden Rule, “They who have the gold, make the rules.” Money, the vehicle of finance, gives those with it the power to influence decisions. Economics is often confused with finance, which is a component of economics but not what it’s all about.
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But how do we focus our advocacy for the future? Taking stock of our past, the present, and potential futures can help us determine how to do that.Įconomics is the science of decision making, and it’s all about power. Advocacy has always been central to nursing. We must actively collaborate with disciplines outside nursing and healthcare to influence decisions about our profession, populations, and the planet in three critical domains: economics, technology, and conservation.Īs we move forward in a post-pandemic world, it remains our duty as a profession to advocate to abolish inequities within societies, healthcare systems, and even within our profession. Our profession must step outside its insular circle.
The future is coming, and it will profoundly affect nursing education, research, healthcare systems, and-ultimately-models of care. Case in point: The COVID-19 pandemic exposed global inequities in our societies, our healthcare delivery systems, and within the nursing profession. This status quo cannot remain! If nothing else, the past two years have shown us how events outside of nursing force change within it. We attend nursing conferences, we publish in nursing journals, and we often remain in siloes within the organizations where we are employed. As a profession we have a habit of talking among ourselves. The organizational call to action asks us to be bold. Going forward, this will be an organizational call to action with influence from the Board of Directors. Each president presents a call to action to help guide members and chapters as we strive to fulfill our mission. At the 46th Biennial Convention, we proudly installed Ken Dion, PhD, MSN, MBA, RN, FAAN, and introduced him as the 34th president of Sigma. Each biennium, Sigma installs a new president at the international level.
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