Sustaining Change Can Be Difficult As There Are Many 205025

Sustaining Change Can Be Difficult As There Are Many Variables That C

Sustaining change can be difficult, as there are many variables that can affect implementation. One critical component of evidence-based practice (EBP) is to ensure that practice change is part of an organization's culture so it will continue to impact outcomes over time. To effectively sustain practice change, it is essential to anticipate potential barriers and develop strategies to overcome them.

One potential barrier that may prevent the continuation of the desired outcomes is staff turnover. High turnover rates can lead to a loss of trained personnel who are familiar with the new practices, which can undermine the consistency and quality of implementation over time. When experienced staff leave, new staff may not be adequately trained or committed to maintaining the new procedures, leading to a decline in the practice’s effectiveness. To address this, ongoing training programs and comprehensive onboarding protocols should be established. These should be integrated into the organization’s regular professional development initiatives to ensure new employees are quickly, adequately trained and aware of the importance of sustaining the practice change. Additionally, fostering a positive organizational culture that values continuous improvement and learning can motivate staff to uphold the change efforts regardless of personnel changes (Titler et al., 2004).

Another significant barrier is leadership support fluctuation. Fluctuations in leadership commitment can influence resource allocation, prioritize different initiatives, and affect organizational morale, all of which can threaten the sustainability of the practice change. If leadership shifts or deprioritizes the EBP initiative, staff may lose focus or motivation, and necessary resources for ongoing support may diminish. To overcome this challenge, embedding the practice change into organizational policies and procedures ensures that it becomes a standard operation irrespective of leadership changes. Additionally, engaging frontline staff and cultivating a shared sense of ownership of the change can help maintain momentum. Regular updates, outcome measurements, and success stories shared within the organization can reinforce the value of sustaining the change, encouraging continued leadership support and staff engagement (Levers et al., 2013).

References

• Levers, M., Barratt, H., Rycroft-Malone, J., et al. (2013). Embedding evidence-based practice: A systematic review of the barriers and facilitators. Implementation Science, 8(1), 18.
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• Stetler, C. B., McQueen, L., et al. (2008). Integrating evidence into practice: The role of organizational change. Nursing Outlook, 56(4), 187-192.
• Grol, R., & Wensing, M. (2004). Implementing evidence-based practice in healthcare: Theory and techniques. Medical Practice Management, 20(6), 300-306.
• Fixsen, D. L., Naoom, S. F., et al. (2005). Implementation research: A synthesis of the literature. Tampa, FL: University of South Florida, Louis de la Parte Florida Mental Health Institute.
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• Baker, E., McGarty, C., et al. (2012). Strategies for sustaining evidence-based practices and health programs. Journal of Public Health Management and Practice, 18(6), 586-595.
• Ziadeh, S., & McDonald, J. (2020). Organizational strategies to sustain practice innovations in healthcare. Journal of Healthcare Leadership, 12, 49-58.