There were assessments of the current reality in practice and of the benefits of the desired state of practice, and these seemed to have motivated them (Maslow, A.H., 1970). This conceptualization of the vision and efficiently communicating them others were of particular importance, and these would have provided the staff with a clear visualization of a better and more ideal future state of practice. This would have provided the staff with a sense of direction and of common purpose where trust and respect to the person would have motivated them. A positive work environment was created successfully that empowered team building (Carlopio, J., Andrewartha, G., and Armstrong, H., 2005).
Likewise, there was resistance to such changes. Analyzing these, I can say that resistance developed from technical concerns, psychosocial needs, and a threat to position and power (Tappen, R.M., 2001). The technical concerns were actually valid in some cases. Some raised the issue of time factors to spend time in researching in a busy work area. Lack of confidence in the staff's ability to critically evaluate empirical research and a work environment that did not support evidence based practice were also common. Inadequate research resources and limited authority or power to change practices were the reasons of the third category (Kotter, J.P., 1999).
1. Evidence-based practice must be an institutional guideline. Hospital authority should assume leadership.
2. The staff should spend more time in critical thinking exercises and finding evidence for practice. Should such a change come as a suggestion from the staff, the leader should not discard it.
3. Extracting evidence from research must be an important curricular activity, and the nursing education authority must initiate.
4. Resources must be provided, and hospital authority would initiate and implement the process.
Carlopio, J., Andrewartha, G., and Armstrong, H., (2005). Developing Management Skills: A comprehensive Guide to Leaders. Australia. Pearson Education. 406-411.
Kotter, J.P. (1999). Leading change: The eight steps to transformation. In Conger, J.A., Spreitzer, G.M., & Lawler, E.E. (Eds.). The Leader's Change Handbook. San Francisco: Jossey-Bass.
Maslow, A.H. (1970). Motivation and Personality. New York: Harper & Row.
Tappen, R.M. (2001). Nursing Leadership and Management: Concept and Practice. Philadelphia: F.A. Davis.
Activity2: Change Situation and Stakeholder Analysis
Sentence: Nurse-administered analgesia is often inadequate and dissatisfying due to nurses' ignorance about pain management and reluctance to change practice based on evidence.
When changing practice based on the findings of research, it is very natural that the person who is leading this change would face resistance from the stakeholders. Change management strategies and a change plan would facilitate successful implementation of the research findings. Reflecting on this, I conclude that the implementation of change plan that I made as a leader, was one of the most difficult tasks in my career, and although initially felt apparently easy, as things went on, I could have a better