Making Case for Evidence-Based Practice

Do you foresee any issues with implementation of your project? Identify stakeholders who could assist in supporting you, and any theoretical frameworks (organizational change, leadership, role-specific) or models that could help you adapt.

Making the Case for Evidence-Based Practice

The process of implementing evidence based practice will typically begin with a clinical question as was the case in my project. It then proceeds to researching and clinically appraising the relevant evidence. Once best practice has been determined, the next step in the process is to integrate said evidence with patient values and preferences and clinical expertise. The final step in this endeavour is to evaluate the outcomes of the project and disseminate the results.

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While significant research has shed light on the optimistic force of evidence-based practice, foremost obstacles have been seen to continue to hinder evidence-based practice from becoming the international standard of care (Alatawi et al., 2020). In the case of my project, these obstacles included time and knowledge and resistance.

Where time and knowledge were concerned, busy clinicians would often state that time was their priority. Evidence-based practice implementation is often hindered by lack of time. Furthermore, lack of knowledge or uncertainty about the evidence-based practice process also constitutes a barrier that includes appraising and critiquing literature that is relevant to the clinical problem in question.

Resistance was found to be a function of the clinical practices that nurses in the unit were used to implementing. Changing the culture would prove to be a challenge. However, as evidence-based practice became the norm in the organization, resistance to change became easier to overcome. Nurse leaders alone proved insufficient to change the practice and this meant having a culture that supports inquiry and evidence-based approaches to care becomes crucial.Making Case for Evidence-Based Practice

Stakeholders involved in overcoming the above barriers were consulted for the purposes of building trust that enabled me to learn from their collective experiences and to provide input towards the project. These stakeholders would also play the role of identifying the relevant outcome measures. The hospital’s executives, department heads, and nursing leaders would be instrumental in creation of an organizational culture that not only fostered the spirit of inquiry but also that favoured evidence-based practice (Camargo et al., 2018).

References

Alatawi, M., Aljuhani, E., Alsufiany, F., Aleid, K., Rawah, R., Aljanabi, S., & Banakhar, M. (2020). Barriers of implementing evidence-based practice in nursing profession: A literature review. American Journal of Nursing Science, 9(1), 35-42.

Camargo, F. C., Iwamoto, H. H., Galvão, C. M., Pereira, G. D. A., Andrade, R. B., & Masso, G. C. (2018). Competences and Barriers for the Evidence-Based Practice in Nursing: an integrative review. Revista brasileira de enfermagem, 71(4), 2030-2038. Making Case for Evidence-Based Practice