Evidence-based Practice Proposal (Organizational Culture and Readiness Assessment)

Evidence-based Practice Proposal (Organizational Culture and Readiness Assessment)

Of particular interest, in the institutionalization of evidence-based practice (EBP), is the evaluation of organizational level of preparedness. That is for sure because no individual would want to devote his or her efforts to something that would ultimately fail. As such, assessing the level of organizational readiness is of the essence if avoidance of such a scenario is a priority. In essence, this paper sets a platform of evaluating Cornerstone Family Healthcare’s, a multicultural organization, level of preparedness for an EBP intervention that targets to institutionalize self-management education programs for elderly type II diabetic patients. Additionally, the discussion will highlight the likely project facilitators and barriers, steps for integration of clinical enquiry, rationale for survey category scores and strategies for strengthening the weak areas. By so doing, one is on course to initiating a successful EBP project.

Organization Preparedness Level

Precisely, Cornerstone Family Healthcare’s readiness to the EBP project implementation is moderate. That is for sure given the moderate scoring depicted in the organizational survey of its readiness. Central to the moderate level of readiness is the extensive practice of EBP within the organization and the moderate ratings in the most of the survey categories.

Barriers and Facilitators

Worth noting from the organizational evaluation of level of preparedness are the anticipated facilitators and weakness of the EBP project. Such an action is necessary since it allows an individual to establish areas in dire need for reinforcement and improvement for the successful implementation of the project. Beginning with the facilitators, from the evaluation, it is apparent that Cornerstone Family Healthcareharbors anorganizational culture of supporting and taking partin EBP movementwithin the organization. That is for sure given the moderate commitment levels of various stakeholders to this movement. Another facilitator is the alignment of the EBP project with the organization’s mission statement. Such is the case given that the self-care educational program is an aspect of preventative healthcare services that the organization promises to offer in its mission statement (Cornerstone Family Healthcare, 2017).

Notwithstanding, from the evaluation, it is beyond doubt that possible barriers to the project implementation also abound. A case in point of such impediments is the lack of full support for EBP movement by the administrators of this organization. Such a lack of full administrator’s support is not healthy to the implementation of EBP projects since it results in resistance to the institutionalization of the project (Hirschman, Shaid, McCauley, Pauly, Naylor, 2015). Another likely barrier relates to the limited number of EBP champions within the organization that are physicians and nurse educators.  With such impediments, it is indisputable that implementation of this project is at risk of jeopardy.

Clinical Inquiry

Central to the integration of the clinical inquiry in this organization is the encouragement of the major stakeholders to question openly the already established systems instead of just accepting them. According to the Agency for Healthcare Research and Quality, (2014), encouraging stakeholders to question established processes creates an environment that promotes clinical inquiry.

Rationale for Survey Category Scores

The rationale for the scoring in the various survey categories is also worth noting. Primarily, the categories that had high scores include EBP consistency with the organization’s mission and extent of EBP practice in the organization.The rationale for the high score in theEBP consistency with the organization’s missionis the fact that the EBP intervention will contribute to the prevention of the complications due to diabetes. The high scorein the extent of EBP practice is due to the already existent organizational culture of encouraging individuals to translate research into practice.

On the contrary, the areas that had low scores include administrators’ commitment to EBP and physician championing for EBPs. The rationale for the low scores in the two categories is due to the partial support of EBP administrators andlack of interest by most physicians in the EBP movement.

Strategies That Will Strengthen the Weak Areas

Of utmost significance to the strengthening of the weak areas are several strategies that are worth mention. A case in point of a measure that can increaseadministrative support is devoting more time in soliciting support from the key stakeholders by demystifying their misconceptions. As for the reduced number of physicians and nurse educators that are champions of the EBP, one can create awareness among these stakeholders through frequent meetings with them to explain the importance of this movement (Hirschman, et al.,2015). By so doing, one is sure to increase the levels of administrative support as well as input from physicians and nurse educators.




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 22August 2017, from https://www.ahrq.gov/professionals/systems/hospital/pressureulcertoolkit/putool4a.html

Cornerstone Family Healthcare.(2017). Family Healthcare Practice | Cornerstone Family Healthcare | New York | Cornerstone Family HealthcareCornerstonefamilyhealthcare.org. Retrieved 22 August 2017, from http://www.cornerstonefamilyhealthcare.org/about-cornerstone/

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