Nursing has undergone a huge evolution as nursing research has become more robust, according to Polit and Beck (2012), and as a result there is the expectation that nurses are practicing based on current evidence. This means that nurses, in all practice areas, must be able to understand research and adopt evidence-based practice from the data and results available to them. Being able to dissect the components best practice from research will allow an organization to create a culture that promotes safety and cost effectiveness, supporting the quest for best clinical outcomes and a reputation that will promote that organization as a center of excellence.
Organizational Culture and Readiness
Melynk and Fineout-Overholt (2011) propose that support for evidence-based practice (EBP) is a necessity in every healthcare organization. Leaders must partner with providers in an effort to facilitate a system-wide culture of clinical inquiry. One method of assessing an organization’s culture towards EBP is to complete an Organizational Culture and Readiness Survey. In assessing the local organization, it is apparent that there are few facilitators to the implementation of EBP. The organization clearly states the intention to follow evidence-based practice in its mission statement. Also, the Information Technology capabilities are immense, so staff has easy access to resources. However, there appear to be many barriers to the development of EBP. The lowest scores on this survey appear in the areas of nurse scientists, EBP mentors, librarians, and outcome sharing. On reflection of these categories, one can explain why the barriers outnumber the facilitators of EBP. …show more content…
This organization operates a physician-led model, which often places less importance on nursing evidence than it should. Furthermore, the lack of mentors/nurse scientists could result in an inquiry being quashed before it has really had the chance to blossom. There is an annual EBP presentation, which aims to recruit staff, but is poorly attended, compared to other organization-wide presentations. Consequently, the recruitment, outcome-sharing, and introduction to mentors happen once a year in a four hour time slot. Therefore, one strategy to implement EBP has to be through local governance; each staffed area is represented by the manager at senior leadership, and ideas from the front line are facilitated at the highest level. Problem Description and Formation of the PICOT Question An estimated 100,000 people die each year from medical errors in hospitals, with …show more content…
Each incident is assigned to a supervisor for follow up; including identification of the issue, referral to the appropriate personnel, and education/training, as needed, to decrease the risk of repetition. However, it is apparent that follow up of these issues can be delayed due to the lack of priority given to the reporting process and the lack of recognition of repeating patterns. The suggestion of a DSB has been made, where staff provides reports, at the end of each 12 hour shift, to their managers, with issues that they consider important, or having influence over patient or staff safety. The manager, or senior division leader, then provides this information at a 30 minute briefing, attended by multidisciplinary leadership up to and including senior executive vice presidents of the organization. The proposal is that this high level of awareness will speed the referral process to appropriate stakeholders, and dictate faster, more detailed follow-up by an issue-focused member of the DSB team. By analyzing the resolution times of both reporting tools, a comparison will be made as to the best method for the speed reporting, investigation, action, and closure of issues that will lead to the development of a highly reliable
Organizational Culture and Readiness
Melynk and Fineout-Overholt (2011) propose that support for evidence-based practice (EBP) is a necessity in every healthcare organization. Leaders must partner with providers in an effort to facilitate a system-wide culture of clinical inquiry. One method of assessing an organization’s culture towards EBP is to complete an Organizational Culture and Readiness Survey. In assessing the local organization, it is apparent that there are few facilitators to the implementation of EBP. The organization clearly states the intention to follow evidence-based practice in its mission statement. Also, the Information Technology capabilities are immense, so staff has easy access to resources. However, there appear to be many barriers to the development of EBP. The lowest scores on this survey appear in the areas of nurse scientists, EBP mentors, librarians, and outcome sharing. On reflection of these categories, one can explain why the barriers outnumber the facilitators of EBP. …show more content…
This organization operates a physician-led model, which often places less importance on nursing evidence than it should. Furthermore, the lack of mentors/nurse scientists could result in an inquiry being quashed before it has really had the chance to blossom. There is an annual EBP presentation, which aims to recruit staff, but is poorly attended, compared to other organization-wide presentations. Consequently, the recruitment, outcome-sharing, and introduction to mentors happen once a year in a four hour time slot. Therefore, one strategy to implement EBP has to be through local governance; each staffed area is represented by the manager at senior leadership, and ideas from the front line are facilitated at the highest level. Problem Description and Formation of the PICOT Question An estimated 100,000 people die each year from medical errors in hospitals, with …show more content…
Each incident is assigned to a supervisor for follow up; including identification of the issue, referral to the appropriate personnel, and education/training, as needed, to decrease the risk of repetition. However, it is apparent that follow up of these issues can be delayed due to the lack of priority given to the reporting process and the lack of recognition of repeating patterns. The suggestion of a DSB has been made, where staff provides reports, at the end of each 12 hour shift, to their managers, with issues that they consider important, or having influence over patient or staff safety. The manager, or senior division leader, then provides this information at a 30 minute briefing, attended by multidisciplinary leadership up to and including senior executive vice presidents of the organization. The proposal is that this high level of awareness will speed the referral process to appropriate stakeholders, and dictate faster, more detailed follow-up by an issue-focused member of the DSB team. By analyzing the resolution times of both reporting tools, a comparison will be made as to the best method for the speed reporting, investigation, action, and closure of issues that will lead to the development of a highly reliable