Development and Implementation of a Model for Research, Evidence-Based Practice, Quality Improvement, and Innovation

Hagle, Mary; Dwyer, Darcy; Gettrust, Lynn; Lusk, Dana; Peterson, Kent D.; Tennies, Sherry A

doi:10.1097/ncq.0000000000000422

Cited by 11 publications

(15 citation statements)

References 17 publications

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“…Some of them asked their teams to disseminate the outcomes of their daily practice at scientific meetings and conferences. This finding coincides with the recommendation by Hagle et al (2019), but we did not observe any nursing research lines at the centres we studied. The dimension of internal transparency and communication was not fully developed at any of the centres, according to participants' responses and our observations.…”

Section: Discussionsupporting

confidence: 93%

“…Today, there is scientific evidence available to support nearly all clinical decisions. Using this knowledge benefits the patient by improving safety and the quality of care (Hagle et al, 2019). Nursing leaders can also construct new knowledge based on the outcomes of their decisions and actions, thus improving care, attachment and well‐being for patients (Moreno et al, 2019).…”

Section: Dimensions Of Nursing Governance In Intermediate Carementioning

confidence: 99%

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A qualitative model for evaluating and improving nursing governance in medium‐ and long‐term intermediate care

et al. 2020

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Aim To evaluate nursing governance in intermediate care in Catalonia Spain and propose improvements. Background Drawing on two existing models, the Magnet model and the corporate governance model, we propose that good nursing governance requires nursing leaders to apply the following dimensions: transformational leadership, transformational culture, commitment and sustainability, authority, scientific evidence, transparency and communication, and teamwork. Method A qualitative, exploratory study conducted in two phases. First, we asked nursing leaders in intermediate care to describe their opinions and experiences in each of the dimensions. Next, we observed governance practices at two intermediate care centres and conducted interviews with their nursing leaders. Content analysis was used. Results Our participants' behaviour corresponded closely to the model in the dimensions of transformational culture and commitment and sustainability but failed to meet the model in the dimensions of scientific evidence and transparency and communication. Conclusions Participants had a leadership style focused on transforming their surroundings. According to the model, the leaders in our sample should draw more on scientific evidence and improve their internal communication about outcomes. Implications for Nursing Management Establishing committees of nurses to address areas in which governance does not adhere to the model would create sustainable benefits for patients and nurses in intermediate care.

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Section: Discussionsupporting

confidence: 93%

Section: Dimensions Of Nursing Governance In Intermediate Carementioning

confidence: 99%

A qualitative model for evaluating and improving nursing governance in medium‐ and long‐term intermediate care

et al. 2020

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“…Lean is a process improvement methodology that has been applied extensively in health care over the last 20 years. 7 In general, Lean methodology focuses on improving processes by removing steps that do not add value; value is determined from the perspective of the customer. 8 Nursing leaders have found that EBP and Lean are complementary and combining the 2 approaches benefits QI initiatives.…”

Section: Rationale For Lean Six Sigma Interventionmentioning

confidence: 99%

Using Lean Six Sigma to Increase the Effectiveness of an Evidence-Based Quality Improvement Program

Lavin

Vetter

2021

Journal of Nursing Care Quality

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Background: Evidence-based quality improvement (EBQI) is an established methodology for identifying nursing practice changes that improve health care quality and safety. However, EBQI itself does not provide a framework for navigating the barriers to practice change. Local Problem: An EBQI program in an orthopedic specialty hospital fostered many successful quality improvement projects. However, program participants frequently encountered barriers to project implementation. Methods: Lean Six Sigma (LSS) principles, tools, and strategies were incorporated into the EBQI program to help participants overcome organizational barriers to successful implementation. Interventions: LSS interventions included stakeholder alignment, process analysis, change management, project management, structured check-ins, mentoring, and organizational recognition. Results: The addition of LSS principles gave EBQI project leaders new tools for gaining executive support, securing resources, and overcoming organizational inertia to facilitate effective practice change. Conclusions: Lean Six Sigma can increase the effectiveness of an EBQI program.

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“… 8 Nurses can improve patient care by blending evidence-based practices and quality improvement (QI) tools into daily practices. 9 10 However, nurses sometimes lack the knowledge, skills or opportunity to perform these tasks. 11–13 …”

Section: Introductionmentioning

confidence: 99%

Role of Dutch internal policy advisors in a hospital quality improvement programme and their influence on nurses’ role development: a qualitative study

et al. 2021

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ObjectiveNurses are vital in providing and improving quality of care. To enhance the quality improvement (QI) competencies of nurses, hospitals in the Netherlands run developmental programmes generally led by internal policy advisors (IPAs). In this study, we identify the roles IPAs play during these programmes to enhance the development of nurses’ QI competencies and studied how these roles influenced nurses and management.DesignAn exploratory ethnographical study comprising observations, informal conversations, semistructured interviews, focus groups and a strategy evaluation meeting.SettingA teaching hospital in an urban region in the Netherlands.ParticipantsIPAs (n=7) in collaboration with four teams of nurses (n=131), team managers (n=4), senior managers (n=4) and the hospital director (n=1).ResultsWe identified five distinct advisory roles that IPAs perform in the hospital programme: gatekeeper, connector, converter, reflector and implementer. In describing these roles, we provide insights into how IPAs help nurses to develop QI competencies. The IPA’s professional background was a driving force for nurses’ QI role development. However, QI development was threatened if IPAs lost sight of different stakeholders’ interests and consequently lost their credibility. QI role development among nurses was also threatened if the IPA took on all responsibility instead of delegating it timely to managers and nurses.ConclusionsWe have shown how IPAs’ professional background and advisory knowledge connect organisational, managerial and professional aims and interests to enhance professionalisation of nurses.

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Development and Implementation of a Model for Research, Evidence-Based Practice, Quality Improvement, and Innovation

Cited by 11 publications

References 17 publications

A qualitative model for evaluating and improving nursing governance in medium‐ and long‐term intermediate care

A qualitative model for evaluating and improving nursing governance in medium‐ and long‐term intermediate care

Using Lean Six Sigma to Increase the Effectiveness of an Evidence-Based Quality Improvement Program

Role of Dutch internal policy advisors in a hospital quality improvement programme and their influence on nurses’ role development: a qualitative study

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