NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness

Grand Canyon University NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness– Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness  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 NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness     

Whether one passes or fails an academic assignment such as the Grand Canyon University NUR 550 Benchmark – Evidence-Based Practice Project: Literature Review 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 NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness     

The introduction for the Grand Canyon University NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness  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 NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness     

After the introduction, move into the main part of the NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness 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 NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness     

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 NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness     

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 NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness

Nurses are responsible for improved health outcomes for patients and diverse population groups. Achieving this critical objective necessitates evidence-based practice (EBP), where nurses implement projects supported by scientific evidence. Before engaging in practice change, nurses should assess the organizational culture and readiness for change. This assessment is vital since leadership, attitude, resources, and other factors determine critical aspects, including stakeholder support, participation of nursing teams, and implementation timelines. The purpose of this paper is to analyze the culture and level of organizational readiness for change in the present organization where the evidence-based practice project is proposed.

Organizational Culture and Degree to Which Culture Supports Change

Organizational culture affects nurses’ behaviors and how they approach patient care. Ghiasi et al. (2022) described organizational culture as the shared norms or ideas that an organization develops in response to internal and external problems. These norms are institutionalized by teaching employees how the organization expects them to think and act. A critical analysis of the organization’s leadership, values, and internal relationships depicts a clan culture. Within nursing, a clan culture’s primary attributes include high internal focus and flexibility (Ghiasi et al., 2022). Such a culture supports change to a significant degree since it is people-centered and flexible, and the nursing environment management is characterized by employee participation and teamwork. Leaders are also friendly and encourage change. Although the structure is hierarchical, the present leadership promotes interprofessional collaboration to achieve patient-centered, high-quality care in safe environments. The primary mission is value-based care centered on high patient satisfaction and healthy patient-provider interactions. Open and respectful communication is highly encouraged, and the employees perceive the organization positively.

Organizational Readiness Tool and Readiness Assessment

Organizational readiness for change is a critical success factor in EBP implementation. Vax et al. (2021) described readiness as stakeholders’ willingness and perceived capacity to adopt a new practice in an organization. Therefore, high readiness implies a proportional adoption rate of evidence-based projects for improved health outcomes. The readiness assessment using the Organizational Readiness to Change Assessment (ORCA) tool revealed that the current setting is ready for change due to how leaders perceive and support change, facilitation, and the overall organizational context. The ORCA tool assesses readiness from three dimensions: evidence, context, and facilitation (Kononowech et al., 2021). A successful project should be supported by solid evidence, and the organizational culture and leadership should embrace new interventions. Facilitation is primarily about the organization’s capacity to help people change their behaviors to embrace innovation (Kononowech et al., 2021). The survey results (92.8%) indicate a high likelihood of a successful project (Appendix A).

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Multiple strategies can be used independently or jointly to facilitate the organization’s readiness. They include fostering a culture of innovation and teamwork and addressing staff well-being concerns. O’Hara et al. (2022) found that a culture of innovation is essential to improving healthcare quality and safety through action plans that accelerate new methods. Teamwork encourages diverse nursing professionals to collaborate and address current issues through evidence-based interventions. According to Pomare et al. (2020), change readiness is proportional to staff well-being. Therefore, addressing it improves job satisfaction and the psychological impact of organizational change.

Organizational Culture in Evidence-Based Practice Change

The organization’s clan culture will fully support and sustain an evidence-based practice change. This culture encourages organizational change driven by teamwork and employee engagement (Ghiasi et al., 2022). Although it creates a sense of community, such a culture could slow decision-making since it values diverse opinions from team members. Potential barriers include the availability of nursing teams to offer human support due to their busy schedules. Stakeholder support is predicted to be high since the project is results-oriented regarding patient care. The timing is also appropriate and does not rely on considerable resource facilitation.

Health Care Process and Systems Recommended for Improving Quality, Safety, Cost-Effectiveness

Processes to improve quality, safety, and cost-effectiveness include scaling up knowledge translation, providing virtual care, and health education programs (Hill et al., 2020; Haleem et al., 2021). Such interventions help to reduce healthcare costs while improving access and health knowledge. Technological systems to support telehealth/telemedicine and data-driven practice are essential for better quality and safety (Haleem et al., 2021). Their role is to reduce medical errors, enhance efficiency, and ensure accurate, timely patient care.

Stakeholders and Team Members Needed

The proposed EBP project recommends weekly exercises for older adults with type 2 diabetes. Stakeholders include the organizational leadership, policymakers, nursing professionals, and patients since the project affects them directly (Triplett et al., 2022). Team members include colleagues and family members. The organizational leaders’ primary mandate is to support the project through approval, essential resources, and informed guidance. Nursing colleagues and family members will guide and support patients in implementing the weekly exercise program, evaluate outcomes, and report progress.

Information and Communication Technologies Needed for Implementation

Essential information and communication technologies for the proposed project include wearables, diabetes monitoring tools, and smartphones for recording and reporting health data. The internal stakeholders will integrate them into the setting through information and communication technology (ICT) infrastructure that remotely allows data/information exchange. In this case, the implementation team will observe patients remotely and guide them as health data necessitates. The recommended technologies seek to enable older adults with type 2 diabetes to improve functional fitness and independence. Therefore, they will improve nursing practice by preventing issues associated with functional decline at this critical age, mainly falls, increased clinical visits, and poor mental health (Cui et al., 2023). Such outcomes indicate improved care delivery for individuals and populations since they are associated with healthy and productive living and more independence.

Conclusion

Nurses improve health outcomes by identifying clinical issues and responding by implementing evidence-based interventions. A culture ready for EBP is crucial for successfully implementing evidence-based projects. The organization’s clan culture fosters teamwork and encourages innovation. Besides, the ORCA tool reveals substantial evidence backing the project, high facilitation, and an organizational context supporting change.

References

Cui, Y., Liu, B., Qin, M. Z., Liu, Q., Ye, H., & Zhou, J. (2023). Effects of early mental state changes on physical functions in elderly patients with a history of falls. BMC Geriatrics, 23(1), 564. https://doi.org/10.1186/s12877-023-04274-6

Ghiasi, A., Lord, J., Banaszak-Holl, J., Davlyatov, G., Hearld, L., & Weech-Maldonado, R. (2022). Organizational culture and high Medicaid nursing homes financial performance. Journal of Long-Term Care, (2022), 142–153. https://doi. org/10.31389/jltc.115

Haleem, A., Javaid, M., Singh, R. P., & Suman, R. (2021). Telemedicine for healthcare: Capabilities, features, barriers, and applications. Sensors International, 2, 100117. https://doi.org/10.1016/j.sintl.2021.100117

Hill, J. E., Stephani, A. M., Sapple, P., & Clegg, A. J. (2020). The effectiveness of continuous quality improvement for developing professional practice and improving health care outcomes: a systematic review. Implementation Science, 15, 1-14. https://doi.org/10.1186/s13012-020-0975-2

Kononowech, J., Hagedorn, H., Hall, C., Helfrich, C. D., Lambert-Kerzner, A. C., Miller, S. C., Sales, A. E., & Damschroder, L. (2021). Mapping the organizational readiness to change assessment to the Consolidated Framework for Implementation Research. Implementation Science Communications, 2(1), 19. https://doi.org/10.1186/s43058-021-00121-0

O’Hara, S., Ackerman, M. H., Raderstorf, T., Kilbridge, J. F., & Melnyk, B. M. (2022). Building and sustaining a culture of innovation in nursing academics, research, policy, and practice: Outcomes of the National Innovation Summit. Journal of Professional Nursing, 43, 5-11. https://doi.org/10.1016/j.profnurs.2022.08.001

Pomare, C., Ellis, L. A., Long, J. C., Churruca, K., Tran, Y., & Braithwaite, J. (2020). “Are you ready?” Validation of the Hospital Change Readiness (HCR) Questionnaire. BMJ Open, 10(8), e037611. https://doi.org/10.1136/bmjopen-2020-037611

Triplett, N. S., Woodard, G. S., Johnson, C., Nguyen, J. K., AlRasheed, R., Song, F., Stoddard, S., Mugisha, J. C., Sievert, K., & Dorsey, S. (2022). Stakeholder engagement to inform evidence-based treatment implementation for children’s mental health: a scoping review. Implementation Science Communications, 3(1), 82. https://doi.org/10.1186/s43058-022-00327-w

Vax, S., Farkas, M., Russinova, Z., Mueser, K. T., & Drainoni, M. L. (2021). Enhancing organizational readiness for implementation: Constructing a typology of readiness-development strategies using a modified Delphi process. Implementation Science: IS, 16(1), 61. https://doi.org/10.1186/s13012-021-01132-0

Sample Answer 2 for NUR 590 Benchmark – Evidence-Based Practice Project Proposal: Organizational Culture and Readiness

As change agents and leaders in their respective practice, nurses use their clinical and research skills to implement solutions for different practice issues. However, the successful implementation of evidence-based practice (EBP) projects is contingent on organizational culture and readiness for change. The culture is primarily about shared beliefs and values, while readiness for change involves organizational members’ psychological and behavioral preparedness for the proposed solution (Crittendon et al., 2020; D’Silva et al., 2024). Assessing the culture and readiness predicts whether the proposed change will succeed. The purpose of this paper is to analyze the culture and level of readiness of the current organization for which the EBP project is proposed.

Organizational Culture and Degree to Which Culture Supports Change

A close analysis of the organization’s leadership, core values, and interprofessional relationships depicts a clan culture. Dominant aspects of a clan culture include teamwork, cohesion, employee engagement, and collaboration (D’Silva et al., 2024). This culture supports change maximally due to its persistence for excellence, which is achieved by improving present practices and embracing innovation. Although the leadership is centralized, leaders are close to employees and conduct performance appraisals regularly as the basis for employee growth and development. The organization’s mission is to deliver high-quality patient care in an environment that values professionalism, integrity, compassion, and therapeutic patient-provider relationships. Open communication is highly encouraged to sustain interprofessional collaboration and team cohesion. The close relationship between leaders and employees makes employees perceive the organization positively.  

Organizational Readiness Tool and Readiness Assessment

The Organizational Readiness for Knowledge Translation (OR4KT) tool was used to assess the level of readiness within the present organization. This questionnaire has fifty-nine items that assess organizational readiness from six dimensions: climate, support, contextual factors, change content, leadership, and motivation (Llarena et al., 2023). Evaluating readiness using the OR4KT tool is established on the principle that leaders should support the change, employees should be motivated to have it, and there should be a willingness to innovate and experiment with new ways to improve clinical procedures. Summarizing the scores in the OR4KT tool gives a maximum of 295 points, which is converted into a percentage (0-100) scale to ease interpretation (Llarena et al., 2023). The organization scored 278/295 (94%), demonstrating high readiness for change (Appendix A).

Strategies to Facilitate Organizational Readiness

Healthcare organizations should strive to enhance readiness to ensure innovation is readily accepted and supported. Fostering a culture of inquiry is an effective strategy to better facilitate organizational readiness. According to Bridges et al. (2024), a culture of inquiry is centered on continuous improvements, a critical component of exemplary practice. This culture also encourages healthcare staff to continually engage in evidence-based practice. The other strategy is readiness assessment as an annual practice. Using OR4KT and other appropriate tools, leaders should evaluate the readiness level and address areas of underperformance to ensure EBP implementation encounters minimal or zero barriers to implementation.

Organizational Culture in Evidence-Based Practice Change

The clan culture will readily support and sustain the proposed EBP change. These predicted outcomes are possible in a clan culture since it focuses on excellence, teamwork, and empowerment to ensure effective patient care (D’Silva et al., 2024). Despite these strengths, decision-making may take longer since multiple views are considered and evaluated. Potential barriers include the unavailability of healthcare professionals due to the demanding nature of their tasks and the inability of some patients to fully participate in some activities of the proposed program, particularly mindful walking. Stakeholder support is predicted to be high and present despite the working schedules. The timing is excellent due to the need to reduce psychological distress among cancer patients. Resources are also available to fully implement the project.

Health Care Process and Systems Recommended for Improving Quality, Safety, Cost-Effectiveness

Multiple processes and systems can be used jointly to improve quality, safety, and cost-effectiveness for the organization. They include the systems approach, infection prevention and control programs, and telehealth. Adopting systems thinking implies improving care quality by focusing on the multiplicity of components that interact to produce outcomes that a single component cannot accomplish (Komashie et al., 2021). Doing so is critical to preventing errors and improving efficiency, which leads to high-quality care and optimal patient safety. Infection prevention and control practices prevent hospital-acquired infections and associated costs. Telehealth improves cost-effectiveness by reducing the need for physical visits to care providers.

Stakeholders and Team Members Needed

The project needs various stakeholders and team members who should collaborate to accomplish a shared goal. They include the organization’s management, nurse leaders in the oncology unit, and nurses. The management’s primary duty is to approve the project and support its implementation through financial and material resources. Nurse leaders’ role in the EBP project proposal is to offer guidance on compliant implementation and support critical processes like preparing the implementation checklist, project monitoring, and evaluation. Nurses will offer a supportive role, particularly in guiding and encouraging patients to embrace and practice mindfulness-based stress reduction (MBSR) therapy.

Information and Communication Technologies Needed for Implementation

Information and communication technologies for the implementation include smartphones, electronic health records, chatbots, and remote patient monitoring devices. Jayousi et al. (2024) posited that communication and information technologies thrive in a progressive and tech-savvy clinical environment. Consequently, these technologies will be integrated into the setting by the internal stakeholders by enabling their use through a stable technological environment that allows patient-provider communication and remote patient monitoring. These technologies will help improve nursing practice and care delivery for adult cancer patients since they will be effectively supported and guided to practice MBSR therapy. Effective participation in the program will reduce psychological distress, hence improving nursing outcomes.

Conclusion

Practice change thrives in organizations that are ready for innovation and continuous improvements. The organization’s leadership structure, mission, and values demonstrate an inclination to a clan culture. The high score (95%) as per the readiness assessment tool (ORK4T) predicts a high chance of a successful EBP project. This success will be realized by stakeholders collaborating to ensure better outcomes for cancer patients by helping them reduce psychological distress by practicing MBSR therapy.

References

Bridges, E. J., Whitney, J. D., Walsh, E., Christiansen, P., Chu, F., Kelly, M. J., … & Wolkow, C. (2024). Advancing a nursing culture of inquiry: Strategies for the community. AACN Advanced Critical Care, 35(3), 265-271. https://doi.org/10.4037/aacnacc2024444

Crittendon, D. R., Cunningham, A., Payton, C., Mills, G., Kelly, S., LaNoue, M., & Arenson, C. (2020). Organizational readiness to change: quality improvement in family medicine residency. PRiMER: Peer-Review Reports in Medical Education Research, 4(14), 1-6. DOI: 10.22454/PRiMER.2020.441200

D’Silva, R., Balakrishnan, J. M., Bari, T., Verma, R., & Kamath, R. (2024). Unveiling the heartbeat of healing: Exploring organizational culture in a tertiary hospital’s emergency medicine department and its influence on employee behavior and well-being. International Journal of Environmental Research and Public Health, 21(7), 912. https://doi.org/10.3390/ijerph21070912

Jayousi, S., Barchielli, C., Alaimo, M., Caputo, S., Paffetti, M., Zoppi, P., & Mucchi, L. (2024). ICT in nursing and patient healthcare management: Scoping review and case studies. Sensors (Basel, Switzerland), 24(10), 3129. https://doi.org/10.3390/s24103129

Komashie, A., Ward, J., Bashford, T., Dickerson, T., Kaya, G. K., Liu, Y., … & Clarkson, P. J. (2021). Systems approach to health service design, delivery and improvement: a systematic review and meta-analysis. BMJ Open, 11(1), e037667. https://doi.org/10.1136/bmjopen-2020-037667

Llarena, M., Rogers, H. L., Macia, P., Pablo, S., Gonzalez-Saenz de Tejada, M., Montejo, M., … & Sanchez, A. (2023). Validity and reliability of the transculturally adapted Spanish version of the Implementation Leadership Scale (ILS). Implementation Science Communications, 4(1), 112. https://doi.org/10.1186/s43058-023-00495-3