Project Support
Support involves acquiring resources and getting psychological commitment form stakeholders. Firstly, one needs to identify the audience and stakeholders who might give crucial help to the project. Secondly, Projects present some kind of change and communication is key in gaining any kind of support. This ensures understanding in regards to the project, the goals, what a project aims to address and importance of such an issue to organizations, or general benefits which emanate from the project. Different communication strategies should be used which include formal, informal, and public forums. Similarly, communication ensures the correct information is given, and the correct form of support is given to the project. Some leaders may not cancel the project, but they may not know how to support the project. Similarly, proper communication ensures resources are channeled in the right places.
Also, it is important to hold meetings to ensure proper information is given to stakeholders, in regards to the project. Informing the leaders on the importance of the project requiring, and important benefits the project might yield can be vital in gaining support. Research shows that managers or leaders tend to give support to different projects depending on the benefits which such projects can yield (Kerzner, 2013, p. 227).
Also, informal consultation can be vital in gaining support. This can ensure exchange of ideas with the leaders, and discussions to ensure different views are put into consideration. This creates a wider understanding of the project in issue. This also ensures different concerns are well known to the parties involved, especially at the first stages, as well as knowing the initial reaction to the project. Importantly, negotiations are important so as to ensure stakeholders feel comfortable to ensure the continuation of the project.
Barriers to Evidence based practice
Evidence-based practice is a core in improving and providing quality services in the field of nursing. Different sequential steps are normally followed in the implementation of evidence based practice (EBP); framing a clear question in regards to the clinical problem, searching for relevant literature in regards to the problem and analyzing research findings and appraising validity, applying such findings in the decision making process. Implementing evidence based practice is vital in improving healthcare quality; however there are many barriers in regards to implementing and utilizing such evidence or findings.
Firstly, research shows that there is little knowledge and skills in regards to implementation of EBP; despite positive attitudes in the overall healthcare system, as shown by different researchers. Similarly, there exist different organizational barriers which impede implementation of and utilization of such evidence. However, there has been little research and investigations on how health practitioners implement EBP (Gerrish, 2010, p. 497).
Also, most practice of health care practitioners and the organizational setting create a barrier to implementation of EBP. Studies show that healthcare practitioners devote most of their time to patient –care because of the variety of disease patterns, as opposed to implementation of EBP in their clinical practice. Additionally, in most hospitals, the implementation of EBP is not diffused to regional levels, hence creating a barrier to evidence implementation.
Accordingly, different backgrounds of health practitioners are seen to be a barrier in full implementation and utilization of evidence. Full implementation of EBP requires clarification on different settings on professionals and their backgrounds. However, there is little research in regards to implementation of EBP by physicians, nurses and pharmacists. In the same point, implementation of EBP majorly depends on different attitudes of practitioners, this includes beliefs, cultures and skills and knowledge. Therefore, knowledge of such background can be crucial in full implementation of EBP (Dalheim, 2012).
References
Dalheim, A., Harthug, S., Nilsen, R. M., & Nortvedt, M. W. (2012). Factors influencing the
Development of evidence-based practice among nurses: a self-report survey. BMC health services research, 12(1), 367
Gerrish, K., & Lacey, A. (2010). The research process in nursing. Chichester, West Sussex,
U.K: Wiley-Blackwell.
Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and
Controlling. Hoboken, New Jersey: John Wiley & Sons, Inc.
