Components of a successful execution plan contain four main elements namely; assembling the team, creating a sense of necessity or urgency, giving incentives to influential leaders to change peoples’ behavior, and executing the program (Nakagawa, 2008).
Assembling a manageable group is appropriate because changing practice is easy when a small group is engaged. One strategy to determine team members of EBP is to consider influential leaders within medicine, nursing, and documentation sector. In nursing, a key leader can be APN and in medicine, physician can be considered so as to impact many patients affected by evidence based practice (program). A statistician can be involved during the planning phase of a program to identify measurement variables and develop a plan of evaluation.
Creating a sense of necessity or urgency is significant for participants to support the program. This may be accomplished by presenting the problem while at the same time tying the challenges into daily problems faced by implementers. The aim is to establish desire to take part in the program. Besides, provision of incentives can create desire to participate. Behavior change incentives vary from one person to another. Some get motivated by recognizing the significance of the program. Others may need other incentives. Nevertheless, positive incentives are better than negative incentives (Daniels, 2003). Incentives are used to encourage adherence and practice change to the new program (EBP).
Implementing the program (EBP) is best achieved once incentives and the strategy for change are in place. Nurse and physician leader may require plan to identify or recognize targeted patients. Implementation of a plan should contain regular review of barriers and progress.
Communicating to Key Stakeholders for the Execution Plan
Key elements of implementation plan are better communicated by understanding the concerns and needs of different stakeholders. For example, practitioners are more probably in need to understand why they should prioritize and adopt the program. Moreover, developing a shared comprehension with stakeholders of what is to be achieved is most appropriate. Outputs can be meaningless if they are not understood and adopted by stakeholders.
Key elements are better communicated to stakeholders by collaboratively establishing with them common set of significant messages to be communicated to other stakeholders. It is suitable to employ both new and traditional media communication methods in communicating key elements of implementation plan.
References
Daniels, A. C. (2003). Bringing Out the Best in People: How to Apply the Astonishing Power of Positive Reinforcement. St. Louis: McGraw-Hill.
Nakagawa, A. S. (2008). LIMS, implementation and management. Cambridge: Royal Society of Chemistry.
