Evidence-Based Practice Proposal- Section D: Change Model
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Evidence-Based Practice Proposal- Section D: Change Model
The change model to be utilized in the framework of evidence-based practice (EBP) adjustment would be the subject of this section of the proposal. The Jeanie-inspired shift curve model When used to support workers manage transition, Daniel Duck explains five stages. Duck’s theory is that human feelings will either help or hinder change, which she refers to as the “change monster” (Melnyk, 2019). Duck’s transition curve concept includes the following: stagnation, planning, implementation, determination, and finally fruition (Melnyk, 2019).
Stagnation may seem to be caused by weak leadership in the first step, but this is not the sole explanation for stagnation in an organization. Stagnation may arise when an agency or department lacks or fails to use personnel, lacks preparation, and has disengaged staff or leadership. When employees trust in the status quo, it may contribute to social distress, burnout, and even depression. Once intervention is taken, stagnation may be broken (Melnyk, 2019). It is not difficult to assess a department in this stage; a department in this state would have lower morale, repeated call-ins, and unattached employees.
The other stage of preparation is to include employees, get their input, have interactive conversations, and plan the best way for implementing the change concept. Concentrate on who, when, and when during this process. Determine the responsibilities of the employees, how the transition would affect them, and why the change is essential. Now is the time to enthuse the employees about the move. Duck advises that wasting too much or too little time in this process convincing workers of the need will contribute to disappointment (Melnyk, 2019).
Implementation is Duck’s third step in the transition curve model. During this process, it is critical that the leaders pique the attention of the workers, assist them in comprehending the agenda, and motivate the squad to participate actively. This process is intended to serve as a model for the future [ CITATION Duc01 l 1033 ]. Determine who the champions are in order to inspire the majority of the team and inform, educate, educate. Dedicate time to address concerns; transparent dialogue is critical at this stage to maintain confidence and progress toward the reform initiative (Johnson, 2017).
Fourth stage, determination, is the next process in Duck’s change curve model. During this time, caution must be taken to avoid what Duck refers to as “shift fatigue.” Small wins will help keep employees on track with their motivating goals. Understanding the feelings, desires, and experiences of the workers would be essential for guiding them through this process (Duck, 2001). The risk of reverting to deflation would be reduced by incorporating worker feedback into workflow. Identifying and overcoming challenges in a transparent and frank manner would boost loyalty and morale. Disappointments or delays are unavoidable, but talk to them openly (Duck, 2001).
Finally, Duck addresses the change graph model’s final step, fruition. Goal, completion, or execution are both definitions of fruition. I chose to complete the work purely to avoid reverting to a state of deflation. In this final step, all of the victories and struggles should have shown good results. Celebrate and thank the team for their hard work and dedication to the reform initiative (Melnyk, 2017).