Anne Kolsky    3 posts   Re: Topic 9 DQ 1  Professional Presentations  Strength: I may not be the most detail-oriented writer or person in general, my writing strengths appeal more to the lay person than the technical side. I can convey messages well to those who do not understand the “nursing side” of nursing. In other words, if I were to be on a team of professionals seeking to make changes together, I would be put on the committee that sends out the messages to the community. Although I can convey my messages in print well, I struggle with speaking coherently. Joining toastmasters or taking classes that can improve my communication to all audiences would be beneficial.  Weakness: Conversely, my attention to details are not my strength, as evidenced by the inability to pick up mistakes in citations, etc. I could be employed to find the research, but probably not chosen to be the editor. Taking classes, attending journal clubs, and other similar activities could help me improve on the technical side.  Evidence-based practice for strong leadership includes role modeling and demonstrating strong commitment to research, developing skills through staff opportunities, meeting performance appraisal expectations, policy making based on solid research, encouraging others to do their best for the patients and each other, willingness to change policies and practices based on solid evidence, demonstrate transformational leadership based on openness to listen and implement based on true needs and evidence, and encourage the entire community to research and inquire how to do things better which is no easy task as it is often perceived as “more work piled on” for those who are already maxed out. Leaders will work with administration to figure out a way to encourage this without making it a burden (Halm, 2010).  Halm MA. (2010). “Inside looking in” or “inside looking out”? How leaders shape cultures equipped for evidence-based practice. American Journal of   Critical Care, 19(4), 375–378. https://doi-org.lopes.idm.oclc.org/10.4037/ajcc2010627

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Hello Lauren & Class,Thank you for sharing. What techniques would you employ to cater to the various learning styles of your audience when presenting information?Thanks,

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Anne Kolsky    3 posts   Re: Topic 9 DQ 2  Potential Barriers to Sustained Changes   Population health improvements require action from multiple sources. People are complex and so are responses to changes. Everyone is accountable and delegation can only go so far. Our nation tends to see value in how much money is spent vs taking the sometimes-harder route of making actual changes. It is easier to “throw money” at the problem, then change the root of the problem. Pardon the pun, but we tend to put bandaids on the hemorrhages. We tend to see the problem from our own personal perspectives only. Contributions and partnerships must come from all areas of influence.  Possible Solutions  Multisectoral community health business partnership models maybe a key to making everyone a part of the bigger picture as well as the details. This is a different pathway that shows promise. As the article states, “It is time to move beyond grands and isolated efforts to partnerships with substantial structure, incentives, and financing,” (Kindig & Isham, 2014). Business, education, state and local governments, community developers, and philanthropic organizations must form partnerships to make changes sustainable. Developing a business model is one way to encourage this as the “bottom line” is always a motivating factor. If it can be done without making this the “only” factor and that everyone has a stake in the “business,” then it can work well. HealthPartners is an example of a consumer-driven nonprofit that works in partnership with entities that encourage a unique niche (Kindig & Isham, 2014).  Kindig, D. A., & Isham, G. (2014). Population health improvement: A community health business model that  engages partners in all sectors. Frontiers of Health Services Management, (4), 3. Retrieved from  https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?  direct=true&db=edsgih&AN=edsgcl.553965837&site=eds-live&scope=site

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The largest barrier to change in an ambulatory surgery setting would be resistance to change, as people often create habits or specific ways of performing different tasks, asking a group to change the way they think and perform these tasks, is often a difficult undertaking (Strategies for Nurse Managers, 2002). In the ambulatory surgical setting, time and operating room schedules are very important, at times even dominating the day and taking precedence.Overcoming this barrier effectively would require a variety of different strategies to gain compliance and understanding, however, maintain these standards could prove to be tricky. It is expected that five of the major surgeons who share ownership of the center. They will assist in creating the changes to practice, and how they wish the patients receive this information, as well as providing input into changes to their prescribing habits. Through the months after implementation, stakeholder satisfaction with protocol changes and implementation will be assessed through clinical staff meetings. Another way to overcome these barriers is by gaining support from the administration staff (Ginex, 2018) such as our Director of Nursing. The administration will be able to provide important information through surveys that will provide valuable feedback that nurses are continuing to follow protocol through the post-operative patient surveys. Furthermore, the administration can assist with the coordination of education and informational meetings to follow up on the new changes in practice, and reviews of the evidence that supports these changes, and the reason for implementing these new protocols (Strategies for Nurse Managers, 2002). Nurses will also be consulted in follow up meetings as to their satisfaction with the new protocols taking place, and their opinions, as well as any suggestions they may have to further increase satisfaction to the patients and staff. ReferencesGinex, P. K. (2018). Overcome barriers to applying an evidence-based process for practice change. Retrieved from https://voice.ons.org/news-and-views/overcome-barriers-to-applying-an-evidence-based-process-for-practice-changeStrategies for Nurse Managers. (2002). Breaking down resistance. Retrieved from http://www.strategiesfornursemanagers.com/content/31710.pdf

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#1:

Identify two GCU Library scholarly databases that will help you find the best research articles to support your EBP proposal. Discuss why these two databases are better than Google Scholar or a general Internet search.

#2:

 The Institute of Medicine has stated a goal that 90% of practice be evidence-based by 2020. According to HealthyPeople.gov, the United States is currently at approximately 15%. Discuss two barriers that might hold nursing practice from achieving this goal, and suggest ways in which identified barriers may be addressed. 

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