Evidence Base Practice Proposal
In 1,250-1,500 words, discuss the implementation plan for your evidence-based practice project proposal. When required, create the appropriate form, table, image, or graph to fully illustrate that aspect of the intervention plan and include them in an appendix of your paper. You will use the implementation plan, including the associated documents in your appendices, in the Topic 8 assignment, during which you will synthesize the various aspects of your project into a final paper detailing your evidence-based practice project proposal.
Include the following:
Describe the setting and access to potential subjects. If there is a need for a consent or approval form, then one must be created. Include a draft of the form as an appendix at the end of your paper.
Create a timeline. Make sure the timeline is general enough that it can be implemented at any date. Based on the timeline you created, describe the amount of time needed to complete this project. Include a draft of the timeline as an appendix at the end of your paper.
Develop a budget and resource list. Consider the clinical tools or process changes that would need to take place. Based on the budget and resource list you developed: (a) describe the resources (human, fiscal, and other) or changes needed in the implementation of the solution; (b) outline the costs for personnel, consumable supplies, equipment (if not provided by the institute), computer-related costs (librarian consultation, database access, etc.), and other costs (travel, presentation development). Include a draft of the budget and resource list as an appendix at the end of your paper.
Explain whether you would select a qualitative or quantitative design to collect data and evaluate the effectiveness of your evidence-based practice project proposal. Provide rationale to support your selection.
Describe the methods and instruments (questionnaire, scale, or test) to be used for monitoring the implementation of the proposed solution. Include the method or instrument as an appendix at the end of your paper.
Explain the process for delivering the intervention and indicate if any training will be needed.
Discuss the stakeholders that are needed to implement the plan.
Consider all of the aspects of your implementation plan and discuss potential barriers or challenges to the plan. Propose strategies for overcoming these.
Establish the feasibility of the implementation plan.
Refer to the “Evidence-Based Practice Project Proposal – Assignment Overview” document for an overview of the evidence-based practice project proposal assignments.
You are required to cite a minimum of five peer-reviewed sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and nursing content.
Complete the “APA Writing Checklist” to ensure that your paper adheres to APA style and formatting criteria and general guidelines for academic writing. Include the completed checklist as an appendix at the end of your paper.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion
The setting and access to potential subjects are clearly described. A well-developed and accurate consent or approval form is attached correctly in an appendix.
The amount of time needed to complete this project is clearly described and general enough to be implemented at any date. A well-developed timeline is attached correctly in an appendix
A detailed description of resources or changes needed and outline of costs are clearly presented. A well-developed budget and resource list are attached correctly in an appendix
A research design is selected. A thorough explanation for how the design will be used to collect data and evaluate effectiveness of the evidence-based practice project proposal is presented. Strong rationale is provided for support.
The methods or instruments used for monitoring the implementation of the proposed solution are thoroughly described. The methods or instruments are accurate and correctly attached in an appendix.
Please See bottom Page for class discussion on stakeholders and barriers so it concise with class discussion
The process for delivering the intervention and any needed training is thoroughly explained. Strong rA thorough discussion of stakeholders needed to implement the plan is presented. Strong rationale is provided for supportationale is provided for support. (please for the stakeholder follow this class discussion . )
Potential barriers or challenges to the implementation plan are thoroughly discussed and clear strategies for overcoming these are proposed. Strong rationale is provided for support.
The feasibility of the implementation plan is thoroughly discussed. Strong rationale is provided for support.
Number of required resources is met. Sources are current and appropriate for the assignment criteria and nursing content.
There are multiple barriers to implementing evidence-based practice (EBP). I think one of the significant obstacles is that nurses become stuck in their ways, or perform practices a certain way because they “have always done it that way”. Nurses may not question certain practices because that is how they were trained from their mentors, and their colleagues perform the practices the same way. Lack of knowledge in the amount of EBP research available is a consideration to look at when one asks; “why do I do this that way?” or “is there another way?”. Hain and Kear (2015) stated that “qunurses become stuck in their ways, or perform practices a certain way because they “have always done it that way”. Nurses may not question certain practices because that is how they were trained from their mentors, and their colleagues perform the practices the same way. Lack of knowledge in the amount of EBP research available is a consideration to look at when one asks; “why do I do this that way?” or “is there another way?”. Hain and Kear (2015) stated that “questioning your practice can help you maintain an astute awareness of other possibilities that could improve quality while reducing costs.” As master’s-prepared nurses, we need to be more adamant in researching best practices and not falling into the trap of always doing something a certain way because that is the way it has always been done.
The lack of enough resources during the implementation of evidence-based practice into the organization is a barrier that affects the stakeholders in the organization. The problem can be addressed by securing outside funding by the stakeholders or investing in other assets that bring revenue to the organization, providing the needed funds to the research. Another barrier for the stakeholders is the lack of enough workforces that enable the organization to acquire enough data about the evidence-based practice being researched (Rath et al 2017). However, the stakeholders can rectify the issue when offering more jobs application to more researchers in the organization to help advance evidence-based practice into the hospital.
This is the work for last time
EVIDENCE-BASED PRACTICE CHANGE MODEL
KOTTER’S CHANGE MODEL
Hypertension, or high blood pressure, is when the pressure in the bloodstream is above the normal range. This is a very prevalent problem in the healthcare industry (Fryar,et al., 2020). Diagnosing high blood pressure can be as simple as having consistently higher readings as normal (or hypertension). If the blood pressure levels are high, one is more likely to suffer from heart disease, heart attack, and stroke. This shows the importance of implementing a change model that will; help ensure that the problem is efficiently addressed. Kotter’s change model is useful to understand better the prevalence of the condition and its impact on nurse professionalism (Mohiuddin, & Mohteshamuddin, 2020). This paper provides a review of Kotter’s Change Model as a possible model to address hypertension in healthcare.
An effective solution for changing care approaches can be found in John Kotter’s change management plan (Rajan, & Ganesan, 2017). Some of the proposed regulatory conditions support medical advances that have a significant impact on patient care. Nurses are responsible for ensuring patient safety. Nursing professionals play an important role in disseminating information among other health care providers. As stated by Kotter, change management plans must monitor the effects of behavioral change and maximize individual abilities to achieve achievable goals. As revealed by the improvement process, the change management model accommodates the enormous responsibility for information sharing during the shift change process. There are numerous learning opportunities for nurses in Kotter’s change management model. Many assumptions are made in the theory’s early stages. Kotter’s change process provides a framework for understanding the multiple stages of change supported by shareholders and administrators in an environmental context. Safety and Health Administration serves as the primary source of nursing guidance. Management and leadership teams play a significant role in changing how care is delivered to different populations. The following are the steps followed:
Creating urgency is the first step in the process.
An institution’s desire for transformation is a critical factor in making it happen, creating a sense of urgency and igniting a fire under the organization to get things moving. As a result, we elevate the change program’s importance and send a clear message (Carman, et al., 2019). A clear explanation of why change is necessary for the organization’s various stakeholders is required for this to work. Credibility as a change agent is essential if we are to succeed in instilling a sense of urgency. In this case, it is vital to start by ensuring that we create a sense of urgency around the issue of hypertension.
The second step is to put together a strong coalition.
Strong leadership is critical to persuade people that change is necessary. Leaders are needed to guide the way for change to take place. Making sure all key stakeholders are fully engaged throughout each stage of the change process is essential.
Creating a vision for the future is the third step in the process.
Ideas and solutions for dealing with change need to be tied to a larger vision that people can understand and remember. With an eye toward the future and a clear picture of how effectively dealing with hypertension will benefit everyone, a compelling vision sells the positive aspects of the change. The difficulty arises when drastic measures such as layoffs or reduced staff are implemented. Simply because bad news is difficult to convey, organizations must have a high level of communication expertise to convey a compelling vision, regardless of the content of the message.
The fourth step is to convey the vision.
The success of a change project will be determined by what the organization wants to achieve after creating it, such as improved patient outcomes, low cost, among others. Everyday communication within the organization is likely to compete with this message for attention, so it must be repeated frequently and powerfully to become embedded in all aspects of company operations. Keeping everyone informed is critical. Various change-related topics must be reinforced repeatedly in the communication strategy.
Removing barriers is the fifth step.
The staff should be motivated to get to work and realize the benefits that have been touted. We need to plan to ensure smooth operations by defining process changes and identifying potential barriers to implementation. The change team must establish additional rules and processes to deal with unexpected or forecasted problems.
Create short-term successes
When it comes to leading change, those in charge must provide all the stakeholders with a taste of success as early as possible in the process. Change leaders are looking for “quick wins” that employees can see and feel within a short period. As a result, negative thinkers and critics could jeopardize the advancement of society. The new culture is anchored in the organization, and the new norm is established by celebrating victories.
Step 7: consolidating the gains made through the transformation
He claims that change fails due to declaring victory too early when true and lasting change takes time. Achieving short-term results is just the beginning of the process of bringing about long-term change. As a result, he advises not to celebrate too soon and keep the change momentum going before healthcare workers get tired.
The final step is to make sure that the changes in the company’s culture are firmly established.
Making changes stick requires that they become part of an organization’s DNA (Mohiuddin, & Mohteshamuddin, 2020). The vision value must be reflected in the day-to-day activities of the company.