A Guide to Implementing Best Practices in Person ... - cancerview.ca

More documents

Recommendations

Info

Navigation: A Guide to Implementing Person-Centred Care September 2012Facilitation: A key role of a change agent is facilitation. Facilitation is defined as “theprocess of enabling (making easier) the implementation of evidence into practice.” Itis “a deliberate and valued process of interactive problem solving and support thatoccurs in the context of a recognized need for improvement and a supportive interpersonalrelationship.” (Stetler et al., 2006)The facilitator role is about supporting people to change their practice (Harvey,Loftus-Hills, Rycroft-Malone et al., 2002):• It is an appointed role• It is about helping and enabling versus telling and persuading• It ranges from providing help to achieve a specific task to using methods that enableindividuals and teams to review their attitudes, habits, skills, and ways ofthinking and workingIn their 2010 article in Worldviews on Evidence-Based Nursing, Doherty, Harrison andGraham (2010) outlined the activities involved in facilitation in a table titled Taxonomyof Facilitation Interventions/Strategies and Facilitator Role Synopsis. The key activitiesand skills of facilitation are:• Planning for change−−Increasing awarenessDeveloping a plan• Leading and managing change−−−−−Managing knowledge and dataManaging the projectRecognizing the importance of contextFostering team building and group dynamicsSupporting project administration• Monitoring progress and ongoing implementation−−−Problem solvingSupportingEffectively communicating• Evaluating change−Assessing28
Navigation: A Guide to Implementing Person-Centred Care September 2012The following are assumptions that a facilitator must or must not make (London Boroughof Lambeth, 2007):• Do not assume that your version of what the change should be is the one that couldor should be implemented.• Assume that, to result in change, any significant innovation requires individualadopters to work out their own meanings.• Assume that conflict and disagreement are not only inevitable but fundamental.• Assume that people need pressure to change but that it will only be effective underconditions that allow them to react and form their own positions.• Assume that real change takes time — a minimum of three years.• Do not assume that lack of implementation is outright rejection of the values embodiedin the change.• Do not expect everyone to change.• Assume you will need a plan and that it is essential to have knowledge about thechange process.• Assume that no amount of knowledge will ever make it totally clear what actionshould be taken.• Assume that change is a frustrating, discouraging business.Once the management team has assessed its own skills and knowledge in change management,it is time to assess the readiness of the organization and the staff within it.Assessing Individual Perceptions and Motivations; Identifying BarriersThe need to assess individual perceptions about and motivation for the uptake of newknowledge and practices cannot be under-estimated. The results of such an assessmentprovide the foundation for identifying receptivity for and barriers to change atboth the level of the individual and the organization. Identifying barriers is an essentialstep in implementation because it allows change agents to discover and anticipate,as much as possible, the hurdles that may occur in moving forward with practicechange. Knowledge of some of the barriers that are present means that implementationcan be tailored with strategies that address those barriers. Experts in organizationalchange contend that readiness to change is critical to successful implementationof new practices (Hagedorn, Logan, Smith et al., 2006).Individual and Staff AssessmentThe Readiness for Change Checklist (see Appendix F) is an excellent place to start toassess staff preparedness for, and attitudes toward, the implementation of Navigation.Assessment can include, for example, an examination of individual values, belief inthe credibility of the new knowledge that staff are being asked to adopt, behaviourtoward sustaining the knowledge, beliefs about staff capabilities and confidence, theemotional response to the knowledge, and the place of the initiative among competingpriorities. Various methods for collecting this information are discussed below.29
Page 1 and 2: Cancer Journey PortfolioNavigation:
Page 3 and 4: Navigation: A Guide to Implementing
Page 16: Navigation: A Guide to Implementing
Page 42 and 43: Guide to the Skills SystemPolicy Re
Page 78 and 79:
Navigation: A Guide to Implementing
Page 80 and 81:
Page 82 and 83:
Page 84 and 85:
Page 86 and 87:
Page 88 and 89:
show all

A Guide to Implementing Best Practices in Person ... - cancerview.ca

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?