Doing, planning, acting, and checking are components of the Plan Do Check Act (PDCA) cycle. This model provides simple and effective methods for dealing with problems and adapting to changes. Small-scale tests of improvement projects can be done using this methodology before modifying procedures, and working practices are altered. PDCA cycles focus on planning, doing, acting, and checking that it will work. This means that an organization will plan a process to achieve a result, then implement it, check results against the plan, and finally act by creating adjustments to ensure that the process is operating as designed.
During my profession as a nurse in the medical field, I have come up against numerous barriers, including the absence of any practice models based on scientific data. Time is the most critical impediment, but many more are even more daunting. Nursing is hampered by the restraints of organizations, which cause nurses to feel undervalued and, as a result, limit their ability to make changes to patient care. Compared to other health professionals, nurses are underrepresented in many institutions’ authority bodies (Brown, 2018). One of the most common consequences of an authoritative authority’s lack of adequate representation is a breakdown in the typical 1:1 ratio of staff to clients.
There is also a lack of opportunities for nurses to continue their education or pursue other interests. It is mostly attributable to the understaffing of hospitals. As a direct consequence of this, nurses experience excessive exhaustion and toil for longer periods, leaving them little time to spend on their own. Moreover, at times, tiredness may lead individuals to more substandard performance in their practice. By removing these barriers, a model will be able to be implemented, which will make the working environment more effective.
Some of the proposed solutions can tackle the problem on a piecemeal and an overall basis. The most significant one is that nurses ought to be recognized as separate entities, and there ought to be a common board in all establishments to address nurses’ complaints. It ensures that employments are stable and accurately reflects the amount of work done within the facility. By acting in this manner, there is sufficient availability of resources, and at the same time, the nurses’ workload is not excessive (Brown, 2018). In addition, all institutions ought to be required to implement financial incentives as a policy.
There are four different solutions that the healthcare organization may take to reduce the frequency with which these obstacles occur. First, the reluctance of nursing staff to apply evidence-based practice and conduct poster presentations can be overcome by a fifty percent pay rise and no further returns for continued practice. It demotivates workers and does not provide the environment needed to thrive professionally. Secondly, support from authorities will provide a platform for excellence. When supported, the organization works for patient interest and considers nurses in the field and other practitioners. Therefore, they get protected from over manipulation and exhaustion due to long working hours. Moreover, they get adequately equipped to work efficiently. Thirdly, the culture within institutions should change, calling for hiring new staff and nurses consistently. Lastly, nurses should contact representatives within all authoritative bodies, boards, and committees. By doing this, the barriers within the evidence-based practice get lifted.
The Promoting Action on Research Implementation in Health Services framework is a standard backbone whose excellent organization directly helps to mitigate the problems discussed above. It is known as the PARIHS framework. It allows organizations and health institutions to provide a framework to facilitate a culture that embraces and invests in evidence-based practices. It addresses the problems of overworking nurses, understaffing of organizations, motivating nurses, and providing the perfect environment for professionalism and growth within hospitals. It mainly focuses on evidence, context, and facilitation in an institutional setting (Brown, 2018). The model assures successful, positive transitions influencing research information. Its adoption guides and sets the pace for change, creating a positive attitude in all team players within the medical fraternity and focusing attention on the overall success of embracing the evidence-based practice.
Reference
Brown, S. J. (2018). Evidence-based nursing: The research-practice connection. Jones & Bartlett Learning.