Planning for Change, Implementing and Evaluating EBP Projects
Vivibelle
WK8Discussion.docxRunning head: EVIDENCE-BASED PRACTICE 1
EVIDENCE-BASED PRACTICE 2
Preparing for Change
Student’s Name
Institution
Date
Preparing for Change
Even when a new practice approach has been approved for implementation, it may still fail to materialize because of poor management of the change process. It is important to analyze the organization’s readiness for change, deal with the barriers to change, and develop the best framework to implement a given change process (Darling, 2016). The following is an analysis of my organization’s readiness to change and the specific strategies to be used to ensure that the proposed practice change is successful.
Assessing Readiness for Change
There are various factors that either facilitate or limit my organization’s readiness for change. One of the factors that makes the organization ready for change is the great leadership. Leadership plays a big role in facilitating change. Once the leaders believe in the need for change and are willing to motivate the rest of the organization, it is easier to implement the new practice approach and inspire other people to join in (White, Dudley-Brown & Terharr, 2016). Another facilitator of change in the organization is good communication. Communication is an essential component of a successful change process. There needs to be good communication of the need and the benefits of the change process so that all the members of the organization can understand the purpose of the change process and be willing to be a part of it,
A major barrier for the change process in this organization is the financial obligations for implementing the new practice standard. There will be need to invest in a new workforce to facilitate effective mobilization of the patients. There may be a limitation of financial capabilities that may influence the successful implementation of the project. Another barrier is the possibility of resistance. Changing from one practice approach to another may attract resistance because people may want to stick to the usual ways of operations.
Theory/Framework to Guide Change Efforts
The change process for this project will be facilitated by the Theory of Reasoned Action. This theory believes that people’s actions are rational. Behavior is linked to the beliefs, attitudes, and intentions of people towards a given action (White, Dudley-Brown & Terharr, 2016). Therefore, the organization will facilitate the change by developing a model to reason with the employees to show them that changing to the new practice approach is a reasonable thing to do.
The organization will begin by changing the beliefs and attitudes of the workers by showing them evidence of the poor health quality of the ICU patients in the old models of operations. They will later change the intentions of the workers by showing them a new model of operation that they can use to improve the quality of care they provide to the patients. This will help to change their behaviors when helping intensive care patients, leading to the creation of a new norm in the care of these patients.
Strategies to Address Barriers
The strategy to deal with the resistance to change is to have open communication of details pertaining to the new practice approach (Smith, Rice & Agrell-Kann, 2015). It is important that all workers understand the importance of the change process for them to want to participate. As explained by the theory of reasoned action, people are able to change their behaviors when they have altered their attitudes and beliefs towards the change efforts.
Summary
The change management process is essential in implementing a new practice approach. As this evaluation shows, it is important to analyze the readiness for change to implement the best change process. The theory of reasoned action will be used to implement my project by influencing the workers’ perception to change their behaviors.
American Diabetes Association. (2017). 1. Promoting health and reducing disparities in populations. Diabetes Care, 40(Supplement 1), S6-S10.
White, K. M., Dudley-Brown, S., & Terharr, M. F. (2016). Translation of evidence into nursing and health care practice (2nd ed.). New York, NY: Springer.
Darling, F. (2016). Practitioners’ views and barriers to implementation of the Keeping Birth Normal tool: A pilot study. British Journal of Midwifery, 24(7), 508-519.
Smith, E.L., Rice, K.L., & Agrell-Kann, M. (2015). Improving quality outcomes using a champion model for ancillary nursing staff, Journal of Continuing Education in Nursing, 46(12), 539-541
