Deactivated Kelie Hein: 2 Posts, Re-Topic 4 DQ 1 In Consider

Deactivatedkelie Hein2 Postsretopic 4 Dq 1in Considering This Questio

Deactivatedkelie Hein2 Postsretopic 4 Dq 1in Considering This Questio

Deactivated Kelie Hein 2 posts Re:Topic 4 DQ 1 In considering this question, I have decided that understanding the local health care system to implement EBP is similar to understanding the patient to implement interventions. The nurse must first assess the patient in order to implement appropriate interventions; local health care systems must be assessed in order to know where to start in implementing EBP. In discussing this concept with my mentor, she seems to agree. One point she made is that we must first know the culture and level of EBP exposure, of the facility and staff. If the facility has not had much exposure, implementation must "start with the basics at a much slower pace" (Rosshirt, 2017, n.p.).

After assessment, we can begin to determine interventions that will create staff buy-in, and lead to successful EBP implementation. In conducting research for this post, sources seem to agree with the position that the system must be understood in order to use relevant strategies and interventions. Individual and organization culture are social systems that must be understood. Change and EBP implementation are complex so communication is essential. We must understand the current relationship between researchers and practitioners.

Knowledge gaps are how we determine relevant interventions. Relevance is the first step to creating staff buy-in, and successful implementation. Factors that may effect implementation include organization size, staffing levels, resources, and facility location; we must understand those things before we develop any interventions. Titler (2008) posits that "the strength of evidence alone will not promote adoption" (pg. 11); we must make the evidence relevant to the system.

For example, "clinicians tend to be more engaged in adopting patient safety initiatives when they understand the evidence base of the practice" (Titler, 2008, pg. 12), as opposed to adminstrators forcing it upon them. What works for one agency may not work for another. Warren, et al. (2016) educates that different systems have different barriers, and need different types and levels of support. Demographics, such as Magnet designation, staff education level, and employee role, effect successful implementation of EBP practice.

We "must consider the work environment and the culture...across the system" (Warren, et al., 2016, pg. 22) as well, when developing strategies to implement EBP. In my change proposal, I will consider all of the things discussed in this post. Motivators must be considered, and staff will want to know "so what?". In assessing motivators and culture, it will put me in a better position to write a proposal relevant to my audience, which will inspire motivation, and lead to a more successful transition.

Rosshirt, J. (2017). Personal correspondence. Titler, M. (2008). The evidence for evidence-based practice implementation. Patient Safety and Quality: An Evidence-Based Handbook for Nurses , Chapter 7. Warren, et al. (2016). The strengths and challenges of implementing EBP in health care systems. Worldviews on Evidence-Based Nursing, 13 (1) : 15-24.

Paper For Above instruction

Implementing evidence-based practice (EBP) within local healthcare systems is a critical step towards improving patient outcomes and ensuring that nursing interventions are grounded in the best available evidence. Similar to understanding a patient’s unique health needs before devising a treatment plan, understanding the intricacies of the local healthcare environment is essential for effective EBP implementation. This process involves comprehensive assessment of organizational culture, staff readiness, resource availability, and the existing level of exposure to EBP principles.

The first step in successful EBP implementation is an environmental scan that helps identify the organizational strengths, challenges, and gaps. This evaluation provides insight into the culture, which can significantly influence receptivity to change. For instance, facilities with limited exposure to EBP may require a slower, foundational approach that focuses on building awareness and basic competencies, as suggested by Rosshirt (2017). Recognizing the existing culture and capacity allows nurse leaders and administrators to tailor interventions that resonate with staff and foster acceptance.

Once the environment is understood, it becomes possible to design targeted strategies that facilitate staff buy-in. Research shows that understanding the relevance of evidence is crucial for engagement. Clinicians are more likely to adopt safety initiatives when they comprehend the evidence behind them, rather than having change imposed without context (Titler, 2008). Therefore, educational efforts must focus on making evidence pertinent to the local setting, addressing specific barriers such as staffing levels, resource constraints, and organizational priorities.

Factors such as organizational size, demographic composition, and location influence the approach to EBP strategies. Larger institutions or those with a Magnet designation may have more structured support for change, while smaller or resource-limited settings may face greater challenges. Warren et al. (2016) emphasize that understanding these contextual variables helps in customizing interventions and identifying appropriate support systems. For example, in settings with diverse staff roles and educational backgrounds, multifaceted approaches including peer champions or policy changes might be necessary.

Effective communication plays a pivotal role in bridging the gap between researchers and practitioners. Cultivating a culture of openness and collaboration enhances understanding and trust, which are vital for change initiatives. Regular updates, inclusive discussions, and feedback mechanisms help in aligning staff perceptions with organizational goals. Moreover, recognizing and addressing the unique motivators within a healthcare team can create momentum for change; staff need to see the "so what?"—the direct benefits on patient safety or workflow efficiency, for instance.

Implementing tailored interventions also involves considering organizational barriers and facilitators. For example, administrative support, leadership engagement, and resource allocation are critical components. Continuous evaluation and adaptability ensure that strategies remain relevant and effective as the organizational context evolves. This iterative process aligns with the understanding that change is complex, involving social, cultural, and structural dimensions.

In my own change proposal, I will incorporate these principles by first conducting a thorough assessment of the local healthcare environment. I will engage staff members at all levels to understand their perceptions, motivators, and concerns. Based on these insights, I will develop interventions that are culturally appropriate, relevant, and supported by leadership. Communication will be emphasized to foster collective ownership and sustainment of EBP practices. By aligning evidence with organizational goals and individual motivators, I aim to facilitate a smooth transition towards evidence-based care that benefits both patients and staff.

References

• Centers for Disease Control and Prevention (CDC). (2016). CDC’s Funded State & Local Programs to Address Diabetes. Retrieved from https://www.cdc.gov/diabetes/about
• The Community Guide. (n.d.). Diabetes Management: Interventions Engaging Community Workers. Retrieved from https://www.thecommunityguide.org
• Philis-Tsimikas, A., & Gallo, L. C. (2014). Implementing community-based diabetes programs: The Scripps Whittier Diabetes Institute experience. Current Diabetes Reports, 14(2), 462.
• Rosshirt, J. (2017). Personal correspondence.
• Titler, M. (2008). The evidence for evidence-based practice implementation. In B. J. F. et al. (Eds.), Patient Safety and Quality: An Evidence-Based Handbook for Nurses (Chapter 7).
• Warren, et al. (2016). The strengths and challenges of implementing EBP in health care systems. Worldviews on Evidence-Based Nursing, 13(1), 15-24.
• Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management-UK, 20(1), 32-37.
• Rural Health Information Hub. (2017). Social Cognitive Theory. Retrieved from https://www.ruralhealthinfo.org