Organizational Culture and Readiness Assessment
Central to the successful implementation of an evidence-based practice (EBP) in any institution is the determination of organizational level of preparedness. Such is the case given that no one is ready to start a change that will ultimately collapse because of failure to establish the readiness of an organization to embrace the change. That said, this paper seeks to establish the readinessof an organization in embracing an EBP intervention (transformational leadership). Also, of the essence to the evaluation is the determination of the possible project facilitators and impediments, strategies for integrating clinical enquiry, reasoning for survey category scores as well as the measures for improving the noted weak points.
Organization Preparedness Level
Concisely, the targeted organization’s readiness for EBP project implementation is of the moderate level. That is the case given the moderate scores realized in the survey of the organizational level of preparedness. The rationale of the moderate level of preparedness is the organization’s predominant reliance on EBP as well as the moderate scorings highlighted in most of the survey categories.
Facilitators and Barriers
Of utmost significance to the determination of the organizational level of readiness for EBP implementation are the likely project facilitators and impediments. An identification of this kind is vital since it enables one to establish the drivers of successful implementation of EBP in an institution. Among the facilitators noted in the evaluation is the institutional culture of supporting and participating in the EBP movement within the hospital. Such is the case given the moderate level of stakeholder’s commitment to the movement. Additionally, the consistency of the of the EBP project with the hospital’s mission is another driver for successful implementation. That is for sure since the transformational leadership spearheaded in the EBP project offers a means of partnership that the organization strives to attain in its mission statement (Texas Department of State Health Services, 2013).
Also, from the evaluation, the EBP institutionalizationis likely to face certain hindrances. A befitting example is the absence of administrator’s unwavering support for EBP within the hospital. Hirschman, Shaid, McCauley, Pauly, and Naylor, (2015) denote that absence of administrator’s unwavering support for EBP will possibly lead to resistance against the implementation of theproject. Additionally, the small number of EBP champions especially nurse educatorsis likely to impede the implementation of the EBP project. Given the likelihood of such barriers, failure of project institutionalization is inevitable.
Incorporation of Clinical Inquiry
Of utmost significance to the incorporation of the clinical inquiry within this institution is the Agency for Healthcare Research and Quality’s call for major stakeholders to query the existent systems instead of embracing their establishment.Such questioning creates an environment of clinical inquiry (Agency for Healthcare Research and Quality, 2014).
Rationale for Survey Category Scores
Precisely, the survey areaswith high ratings are EBP alignment with the hospital’s mission statement, and the level of practice. The EBP’s alignment with the institution’s mission statementhas a high rating given that the transformational leadershipis contributory to the partnership the organization strives to achieve. The wide extent of EBP practice indicated by the rating realized is down to the presence of the institutional culture that encourages the translation of research into practice.
On the other hand, low scores were realized in survey categories of commitment of administrators to EBP, and limited number of EBP champions that are nurses. The ratings in theseareas werepossibly down to the partial support and lack of interestrespectively.
Measures for Improving Weak Areas
Central to the improvement of the weak areas are various measures. A befitting example of suchstrategies is lobbying administrative support through spending more time in demystifying their misunderstanding about the EBP movement (Hirschman, et al.,2015).
On the other hand, Hirschman, et al.,(2015) are of the opinion that creation of awareness among the various stakeholders can solve the challenge of few EBP champions within the organization. Creation of awareness is possible byholding discussions with stakeholders on the significance of EBP.
References
Agency for Healthcare Research and Quality,. (2014). 4. How Do We Implement Best Practices in Our Organization? (continued) | Agency for Healthcare Research & Quality.Ahrq.gov. Retrieved 22February 2018, from https://www.ahrq.gov/professionals/systems/hospital/pressureulcertoolkit/putool4a.html
Hirschman, K., Shaid, E., McCauley, K., Pauly, M., &Naylor, M. (2015). Continuity of care: the
transitional care model. The Online Journal of Issues in Nursing, 20(3).DOI: 10.3912/OJIN.Vol20No03Man01
Texas Department of State Health Services. (2013). The Texas Department of State Health Services – Austin State Hospital. Dshs.texas.gov. Retrieved 20 February 2018, from http://www.dshs.texas.gov/mhhospitals/AustinSH/default.shtm
