TRANSLATION OF EVIDENCE AND APPLICATION
Review the readings in the White, Dudley-Brown, and Terhaar text. With your current health care organization (psychiatric behavioral hospital), or an organization you are targeting for your DNP Project, in mind, consider the area(s) of greatest challenge with regard to translating and applying evidence for a practice change initiative, e.g., leadership, technology, collaboration, stakeholder buy-in. Focus on the relevant text chapter(s) in your Discussion preparation.
Consider theories and best practice recommendations for addressing your identified challenges and barriers to translating and applying evidence that would support practice change initiatives.
Reflect on the philosophy of nursing practice that you developed. Consider your role as a DNP in creating an organizational culture that embraces evidence-based practice and quality improvement.
With these thoughts in mind …
Post an explanation of the challenges and barriers to translating and applying evidence for practice change in your target health care organization (Behavioral health hospital). Briefly explain your issue(s) of concern and describe specific approaches for addressing these challenges. Explain how you view your role as a DNP in creating a health care culture that promotes translation of evidence for quality improvement and explain why. Then, recommend actions and activities you could model and lead, including through an EBP QI project, to advocate for quality improvement and social change in nursing. Be specific and provide examples and at least 3 references.
Sample Solution
Psychiatric behavioral hospitals (PBHs) face a number of challenges in translating and applying evidence for practice change initiatives. Some of the most common challenges include:
- Leadership: PBHs often have a culture of hierarchy and top-down decision-making. This can make it difficult for clinicians to implement new practices, even if they are supported by evidence.
- Technology: PBHs often have outdated or inadequate technology systems. This can make it difficult to track and collect data, which is essential for evaluating the effectiveness of new practices.
- Collaboration: PBHs often have a silos mentality, with different departments and disciplines working independently. This can make it difficult to implement cross-functional practice changes.
Full Answer Section
- Stakeholder buy-in: PBHs need to get buy-in from a variety of stakeholders, including clinicians, administrators, patients, and families, in order to implement successful practice changes.
- Chapter 10: Knowledge Translation and Implementation
- Chapter 11: Leadership and Change Management
- Chapter 12: Technology and Evidence-Based Practice
- Chapter 13: Collaboration and Teamwork
- Chapter 14: Engaging Patients and Families in Evidence-Based Practice
- Leadership: Leaders need to create a culture of evidence-based practice and quality improvement. They need to provide clinicians with the time and resources they need to learn about and implement new practices.
- Technology: PBHs need to invest in technology systems that support evidence-based practice and quality improvement. These systems should make it easy for clinicians to track and collect data, and to access evidence-based resources.
- Collaboration: PBHs need to foster collaboration and teamwork across different departments and disciplines. This can be done through regular meetings, cross-functional committees, and shared projects.
- Stakeholder buy-in: PBHs need to engage stakeholders early on in the process of implementing practice changes. This can be done through surveys, focus groups, and other methods of gathering feedback.
- Educating clinicians and administrators about the importance of evidence-based practice.
- Facilitating the implementation of new practices.
- Evaluating the effectiveness of new practices.
- Advocating for resources to support evidence-based practice.
- Mentoring and coaching clinicians in evidence-based practice.