DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”

Grand Canyon University DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”-Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”  assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”                            

Whether one passes or fails an academic assignment such as the Grand Canyon University DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.” depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”                          

The introduction for the Grand Canyon University DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.” is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”                          

After the introduction, move into the main part of the DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.” assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”                          

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.”                            

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.” 

Re: Topic 5 DQ 1

According to Kurt Lewin to effect long-lasting change, people have to be loosened from their old way, transitioned, and then molded into their new way. This involves preparing people for change, managing the change, and then working to ensure that the change stays in place. The three stages of change are: Unfreezing: From Lewin’s perspective, the first stage in helping people adapt to change involves unfreezing or loosening their attachment to their current attitude or practice. That means helping them understand why change is necessary and clarifying how the change will be accomplished. When implementing a change in health care, this stage might include communicating with staff and sharing external research or internal data about the change. It may also focus on training or the distribution of resources that will help people understand the need for change. Change: In the second stage, the process of change actually occurs. This may be a difficult time for individuals affected by the change. These people will need lots of support as questions and frustrations arise. Freezing: Once the changes occur or something has transitioned to a new way of being, Lewin identifies a need to actively “re-freeze” the process in its new state so that it can continue to operate as designed. This ensures that people will not naturally return to the old way of doing things. This re-freezing may involve new protocols and procedures, periodic process checks to learn how the new process is working in relation to its design, and reinforcement through internal communications and other formats that remind people of the new process. (Berwick, D. M., et al, 2018).

Everett Rogers’ Diffusion of Innovation Theory is the process by which an innovation is communicated through certain channels over time among the members of a social system. Given that decisions are not authoritative or collective, each member of the social system faces his/her own innovation-decision that follows a 5-step process: Knowledge – a person becomes aware of an innovation and has some idea of how it functions,  Persuasion – person forms a favorable or unfavorable attitude toward the innovation,  Decision – person engages in activities that lead to a choice to adopt or reject the innovation,  Implementation – a person puts an innovation into use, Confirmation – person evaluates the results of an innovation-decision already made. The most striking feature of diffusion theory is that, for most members of a social system, the innovation-decision depends heavily on the innovation decisions of the other members of the system. In fact, empirically we see the successful spread of an innovation follows an S-shaped curve (Bennett, J., et al, 2018).

The IHI Framework for Spread provides a useful tool for assessing the current culture of an organization and determining how likely a new idea will spread. It is important to look at the factors that contribute to successful change, such as the degree of trust among staff, the level of communication, and the ability to take risks. Trust is a key factor in successful change, as it creates an environment where changes can occur. A high degree of trust among staff can help ensure that new ideas are discussed openly without fear of repercussions. Additionally, the level of communication among staff is important to ensure that new ideas are understood and accepted. Finally, the ability to take risks is essential to create a culture of experimentation and innovation (Weiner, B. 2019).

References

Bennett, J., & Bennett, L. (2018). A review of factors that influence the diffusion of innovation when structuring a faculty training program. Internet and Higher Education,6, 53-63.

Berwick, D. M., Nolan, T. W., Whittington, J., & Kirkpatrick, K. M. (2018). Spread of innovations in health care. The Journal of the American Medical Association, 299(11), 1372-1377.

Weiner, B. (2019). A theory of organizational readiness for change. Implementation Science, 5(67), 1-9.

Sample Answer 2 for DNP 835 Reflect on the “IHI Module QI 201: Planning for Spread: From Local Improvements to System-Wide Change.” 

Describe how change spreads according to Kurt Lewin and Everett Rogers.

Kurt Lewin and Everett Rogers present models explaining how changes spreads in different contexts. Kurt Lewin’s theory presents three stages of change, proposing that people are first loosened from their old way, and then transitioned before being molded into a new way. The three stages involve preparing for change, managing the change, and ensuring that the change becomes standard practice. The first stage is unfreezing in which people are adapted to the expectation of change. This involves loosening their attachment to the current way, practice or attitude, helping them to understand why the change is necessary, and getting clarification on how the change will be accomplished. It involves understanding the need for change through sharing resources, training and communication. The second stage in change in which the change process occurs with support provided for those who may be struggling. The third stage is freezing in which the change is adopted as standard practice and new normal with timely reminders and communication applied to reinforce the change (Finkelman, 2019).

Everett Rogers’ theory is identified as diffusion of innovations. It identifies change as a process that involves five groups of people. First, innovators who take risks and experience setbacks when the change is unsuccessful. Second, early adopters who are willing to be among the first to adopt the change as they evaluate and look for confirmation on the innovation. Third, early majority who rely on the early adopters to confirm that the change works as intended. Fourth, late majority who are skeptics and only adopt the change when it is absolutely necessary and they cannot avoid it. Fifth, laggards who are established in the old ways and would only change when the old ways are eliminated (Garcia-Dia, 2019).

Using the IHI Framework for Spread, assess the current culture of your organization or practice site and explain how likely a new idea will spread.

The organization has an established framework for spreading change. This is a six-step process. First, the need for change is identified. This involves identifying areas that can be optimized or improved upon and presenting scientific evidence showing that the change would work. Second, setting up the change in an adaptable small-scale unit. Third, testing the change in the test site/unit and evaluating its results. Fourth, optimizing the change, addressing critical areas of failure, and adapting the change for the unit. Finally, going full scale with the change while continuing to evaluate it and make improvements (Melnyk & Fineout-Overholt, 2023).

References

Finkelman, A. (2019). Professional nursing concepts: competencies for quality leadership (4th ed.). Jones & Bartlett Learning, LLC.

Garcia-Dia, M. (2019). Project management in nursing informatics. Springer Publishing Company.

Melnyk, B. M., & Fineout-Overholt, E. (2023). Evidence-based practice in nursing & healthcare: A guide to best pract

DNP-835 Topic 6 DQ 1 Sample Answer

Patient safety culture is vital for quality healthcare and is an issue of global concern. Patient safety is the product of individual and group attitudes, values, perceptions, competencies, and behavior patterns that show health providers’ commitment, style, and proficiency in safety management (Zubowski, 2021). Qualitative methods are usually good starting points to begin an assessment because this method can help describe a situation and provide insight into intervention (Churruca et al. 2021). In the culture of safety project, the observation method could be used, which means a trained professional conducting objective, discreet workplace observation. Management meetings could be used to introduce the program to help everyone understand the change and anticipated outcome as it will affect employees and the organization. The focus groups could also be used for in-depth probing of issues.  Focus groups allow for interactions among members of the team and stimulate further discussion. Expert consultations will help gain broader perspectives on the topic at hand. These experts will include the researcher, union representative’s employee assistance program, representatives, and human resources; Questionnaires will be used to check validity, reliability, and consistency ( Churruca et al. 2021). On the other hand, quantitative means would be employed to gather data, edit, code, and interpret in Statistical Package for Social Science (SPSS) for analysis from pre-existing records. A self-report survey will also ensure an acceptable degree of objectivity (O’Leary et al. 2019) 

To create and sustain a safety culture, we have improved working hours and level of staffing, increased teamwork, enforced communication openness, reported events, and exchanged feedback about the error (Zubowski 2021).  Using the six domains of culture safety, to get sustainable positive change, we must establish a compelling vision o for inherent safety and demonstrate safety as a core value. We must show respect, be consistent with zero-harm perspectives, and trust our non-negotiable standards. The Board must ensure metrics that meaningfully assess organizational safety and systematically review and analyze results. The CEO, in collaboration with the Board, must be accountable for safety strategy development design and deliver delivery of safety training for all executives and clinical leaders throughout the organization. Leaders will address issues that contribute to errors and harm. Leadership must establish safety-mindfulness. These behaviors, according to IHI, are an effective way to create and sustain culture and safety in an organization (IHI.org). 

Organizations will maintain a culture of safety by moving towards system change instead of blame and shame towards staff, encouraging speaking up without fear, listening, supports initiatives channeled towards the improvement of safety. The organization’s ability to routinely conduct patient safety rounds by leadership, request feedback, involve patients in safety initiatives, and relay patient reports at shift changes. Equally important is empowering employees to act in dangerous situations to reduce the likelihood of adverse events. This fair and just environment recognizes the contributions of individuals and systemic organizational features to errors, supportive staff, and fostering continuous learning (IHI.org). 

To inspire organizations on the culture of zero ham, I would adopt the belief from Roberts (2020) to help install positive ideas that would drive the culture of staying up. , help create conditions that produce high-reliability performance, be preoccupied with failure, create a behavior of never being satisfied that there have not been any accidents in months, be on the alert, follow any slightest signal of error and fix it, encourage speak up policy, recognize obligations, remain resilient, have a mechanism of identify and appreciate individuals with significant expertise. The motivation is to get their commitment to zero patient harm which is the principle of safety culture for a highly reliable organization (Roberts 2020). 

Churruca, K., Ellis, L. A., Pomare, C., Hogden, A., Bierbaum, M., Long, J. C., … & Braithwaite, J. (2021). Dimensions of safety culture: a systematic review of quantitative, qualitative and mixed methods for assessing safety culture in hospitals. BMJ open, 11(7), e043982. 

O’Leary ST, Lee M, Lockhart S, Eisert S, Furniss A, Barnard J, et al. Effectiveness and cost of bidirectional text messaging for adolescent vaccines and well care. Pediatrics 2015 Dec;136(5):e1220-e1227. 

Roberts, S. D. (2020). Worker safety: zero harm messaging, reporting and the C-suite. 

Six ways to lead a Culture of safety IHI.org Retrieved February 10th, 2023 

Zubowski, D. R. (2021). Measuring Safety Culture: Qualitative and Quantitative Means of Measuring Safety Culture for Safety Management System Optimization. International Journal of Aviation, Aeronautics, and Aerospace, 8(4), 4.