Develop a plan to overcome barriers. Your plan should be clear and specific. Another person should be able to read your plan and replicate it.
Discuss with colleagues.
- Describe the anticipated barriers to the change process in your institution (or wherever the change will be implemented). Include the organization’s culture, its’ reaction to change, and your leadership role for a change.
- (My organization is The Sylvester Comprehensive Cancer Center in Miami, FL and my role is Nurse manager for chemo infusion).
- Identify the stakeholders for the change in practice you have chosen for your EB project.
(My EB project Picot is: In elderly patients at risk of falls, does the implementation of fall prevention interventions combined with medication adherence strategies (I) compared to fall prevention interventions without medication adherence strategies or standard care (C) lead to a reduction in fall rates and improved medication adherence (O) over a 6-month period (T)?)
- Please use the Barriers Form to complete this assignment.
- (For your use, there is a form below.)
Expert Solution Preview
In order to implement any change successfully, it is important to anticipate and address the barriers that may arise during the change process. This assignment will focus on developing a plan to overcome barriers in the context of implementing a change in practice for an evidence-based project. The specific change being implemented is the incorporation of fall prevention interventions combined with medication adherence strategies in elderly patients at risk of falls, and the organization involved is The Sylvester Comprehensive Cancer Center in Miami, FL. As the nurse manager for chemo infusion, the leadership role in implementing this change rests with me. It is crucial to identify the anticipated barriers and stakeholders involved in order to develop a clear and effective plan for overcoming these barriers.
Plan to Overcome Barriers:
1. Anticipated Barriers:
a. Organizational Culture: One potential barrier to the change process is the existing organizational culture at The Sylvester Comprehensive Cancer Center. The culture may favor traditional practices and may be resistant to change, especially if it involves incorporating new interventions or strategies.
b. Reactions to Change: Another barrier could be the varied reactions of the healthcare professionals and staff members to the proposed change. Some individuals may be resistant to change due to factors such as fear of the unknown, concerns about increased workload, or skepticism about the effectiveness of the interventions.
c. Lack of Resources: Insufficient availability of resources such as time, staff, and funding could pose a significant challenge to implementing the change effectively. Limited resources may hinder the ability to provide adequate education and training to healthcare professionals and staff, as well as hinder the implementation of medication adherence strategies.
d. Stakeholder Resistance: If key stakeholders, such as physicians, nurses, and other healthcare professionals, do not see the value or importance of the change, their resistance could impede the successful implementation of the project.
a. Elderly Patients: The primary stakeholders in this change project are the elderly patients themselves. Their acceptance and adherence to the fall prevention interventions and medication strategies are crucial for the success of the project.
b. Healthcare Professionals: Physicians, nurses, and other healthcare professionals directly involved in the care of elderly patients at risk of falls are essential stakeholders. Their buy-in, support, and commitment to implementing the change are vital for its success.
c. Administrative Staff: The administrative staff plays an important role in providing the necessary resources, including scheduling, staffing, and budgeting, to support the change process.
d. Family Members/Caregivers: Involving family members and caregivers in the change process is vital, as they are often intimately involved in the care of elderly patients and can positively influence medication adherence and fall prevention.
e. Leadership: As the nurse manager for chemo infusion, I hold a leadership role in driving and overseeing the change process. My engagement and communication with stakeholders will be crucial for their support and engagement.
To overcome the anticipated barriers and ensure successful implementation of the change project, the following strategies will be implemented:
1. Establish a clear communication plan: Regular and effective communication will be essential to inform all stakeholders about the project, its goals, and expected outcomes, as well as address any concerns or questions they may have.
2. Conduct educational programs: Provide comprehensive education and training sessions to healthcare professionals and staff on fall prevention interventions and medication adherence strategies. These programs should address the importance and benefits of the change, as well as provide practical guidance on implementation.
3. Secure necessary resources: Advocate for the allocation of adequate resources, such as additional staff, funding, and time, to support the implementation of the change. This may involve presenting evidence-based research and demonstrating how the change will improve patient outcomes and reduce falls.
4. Address stakeholders’ concerns: Actively listen to stakeholders’ concerns and address them by providing evidence-based information, reassurance, and support. Engage stakeholders in discussions and seek their input to foster a sense of ownership and commitment to the change.
5. Involve multidisciplinary teams: Collaborate with various healthcare professionals and staff to ensure a holistic approach to fall prevention and medication adherence. Engage physicians, nurses, pharmacists, and other relevant stakeholders in the development and implementation of the change project.
6. Monitor and evaluate progress: Regularly assess the progress of the change implementation and evaluate its impact on fall rates and medication adherence. Share the outcomes and successes with stakeholders to maintain motivation and engagement.
By following this plan and addressing the anticipated barriers, we can enhance the likelihood of successful implementation of the change project at The Sylvester Comprehensive Cancer Center.