The theory argues that behavior is a vigorous balance of forces that function in contrasting directions (Kaminski, 2011, p.1).
Through the unfreeze concept of the change theory, the staff will go through preparation for change; thus, accept the need for change (Kaminski, 2011, p.1). The author argues that unfreeze concept then leads to change among the stakeholders; hence, the refreeze stage (Kaminski, 2011, p.1). The execution of the hourly rounding plan is created in a way that sees to the implementation of the change theory through improving on the aspects that enhance patient contentment and also to transform the ideals and culture of the hospital. This theory will also be functional in forecasting on delivery of care and assessing the phases involved in the series of planning, the actions involved and an assessment of outcomes of the action by the staff (Kaminski, 2011, p.1).
Lastly, it is palpable that patient falls is a calamity that has cost the health sector a great deal. It is also perceptible that a lot of resources have been shifted to a reduction of patient falls. In order to trim down the implications of this adverse event, it is evident that hourly rounding needs to be adopted. From the work, hourly rounding will undeniably lead to a turn down of these falls; thus, a cutback in the costs involved in managing the falls. It is recommended that the health institutions resolve the degree to which they apply hourly rounding as a remedy to patient falls in their workplace. This correlates to the verity that, it is the duty of the hospital managers to make sure that the health institutions take on hourly rounding as a tradition of the health facilities if patient falls have to decrease.
With research authenticating the reliability of hourly rounding in decreasing patient falls drastically, it is the exclusive liability of the hospital managers, thus, to adopt the same in intervening on the concern of patient falls. ...
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Based on the focused question and the need to have sufficient data in answering the focused question, a structure search has also been undertaken to comprehensively give evidence to the question. Based on the core results of the evidence for practice innovation, there is going to be a synthesis, appraisal and evaluation of the selected articles of the search that took place.
Timely responses by hospital staff to patient needs and request have a direct relationship to patient satisfaction. Reliability, responsiveness, and effective communication have an impact in providing patients with the comfort required in the hospital (Castledine, 2002).
However, it is essential to point out that the learning objectives had to be aligned with my practicum goals which were: To improve HCAHPS scores at the Ben Taub General Hospital (BTGH), because patient surveys have consistently been scoring the hospital at levels that could be bettered.
Moreover, time management has been acknowledged as a significant element in performance for professional nursing (Tucker, 2013). On the other hand, the process of time management in nursing practice has been explored through scant empirical researches. Nevertheless, these few researchers have discovered that time management do not focus on getting things done.
The research articles being critiqued here are “Hourly Rounding Challenges With Implementation of an Evidence-Based Process” by Deitrick, Baker, Paxton, Flores and Swavelyand “Hourly Rounding: A Replication Study” byOlrich, Kalman, and Nigolian,which arequalitative,and quantitative researchesrespectively.
Rounding has been proven by several studies as improving all of these issues (DeCoteau, 2009). Many hospitals have initiated hourly rounding only to find it stop within a short time after it was initiated. Since this is a best practice according to the literature, this paper will review the best practice, apply middle range theory to the problem and select a borrowed theory to try to keep the new practice in place.
izational factors like the unavailability of equipment or the shortage of staffs can also influence the rate of patient falls in hospitals (Oliver, Healey, & Haines, 2010). Some of the situations leading to patient falls include the cases where patients do not call for the
ver, translating, implementing, adapting and maintaining the rounding program in healthcare facilities is a major determinant of the success of the program. Tucker et al. found that the effective implementation of an hourly rounding program can significantly reduce the rates of
Secondly, the solution can be evaluated by checking whether there are notable reductions in call lights (Krepper, et al., 2012). In addition, evaluation can be done by analysing the response to call lights. Finally, the hourly rounding program can be
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