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Evidence-Based Practice: Duck’s Change Curve Model

Evidence-Based Practice: Duck’s Change Curve Model

Evidence-Based Practice: Duck’s Change Curve Model

QUESTION
Roger’s diffusion of innovation theory is a particularly good theoretical framework to apply to an EBP project. However, students may also choose to use change models, such as Duck’s change curve model or the transtheoretical model of behavioral change. Other conceptual models, such as a utilization model (Stetler’s model) and EBP models (the Iowa model and ARCC model) can also be used as a framework for applying your evidence-based proposal in clinical practice. Apply one of the above models and carry your implementation through each of the stages, phases, or steps identified in the chosen model.
In 500-750 words (not including the title page and references page), discuss applying one of the change models to the implementation plan:
1. Identify the selected model or theoretical framework and discuss its relevance to your project.
2. Discuss each of the stages in the change model/framework.
3. Describe how you would apply each stage in your proposed implementation.
In addition, create a conceptual model of the project. Although you will not be submitting the conceptual model you design in Topic 4 with the narrative, you will include the conceptual model in the appendices for the final paper.
You are required to cite three to five sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and nursing content.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Evidence-Based Practice: Duck’s Change Curve Model

ANSWER
Evidence-Based Practice: Duck’s Change Curve Model
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Evidence-Based Practice: Duck’s change curve model
The application of EBP usually comes with its pros and cons. A lot of care needs to be considered to prevent any failure. Implementation of an action plan takes time, and the smoother it is, with efficient communication among the participants, the high chances of its fruition. Successful implementation of EBP improves patients’ quality of care and improves the level of satisfaction and zeal of employees to provide service to patients in a particular institution. Mayo Clinic, being a huge institution with a relatively high number of care providers, needs the application of desirable models that puts most people on board to implement the solution on the management of obesity among African American children. This paper will emphasize implementing the proposed plan in reducing the prevalence of obesity among the patient group with consideration of the Duck’s change curve model. It will describe all the five phases in the model as it applies to the implementation process. These phases include stagnation, preparation, implementation, determination, and fruition. This model is more reliable in this project since it provides the necessary steps that ensure that all stakeholders get involved, understand the significance of the change, and adopt the desired change without having to force them. This promotes continuous change by applying various EBP action plans(Cawsey et al., 2016).
1. Stagnation
This phase always occurs due to poor leadership, poor strategies, lack of adequate care providers’ training, improper communication of the significance of the EBP in Mayo clinic and the community, and poor collaboration. On this phase’s occurrence, the stakeholders tend to become hopeless and discouraged and unwilling to give their best to implement the action plan. The easiest diagnostic method for identifying this phase is analyzing internal and external qualitative and quantitative data. To have the team move from this phase, it is necessary to determine the existing outdated beliefs and behaviors that make up the hospital culture that block the action plan’s continued implementation. Similarly, there is a need to enhance effective communication with constant feedback and modification of the plan to suit the team’s needs. The action plan should avoid limited information since this makes team members overwhelmed, heightening the stagnation phase. Team leaders should address all the arising questions in their phase by providing the necessary resources (Weimann and Weimann, 2017).
2. Preparation
At this phase, the fundamental operational procedures get addressed. In this scenario, factors like training of staff on the education of the community about dietary habits to prevent obesity, conduction of bariatric surgeries and the purchase of resources to aid this, how the team will conduct early care education to parents, how to involve the government to have its impact in ensuring school accountability on meals provided to students and roles and responsibilities of team members(“Treatment of obesity: Weight loss and bariatric surgery,” 27) . Similarly, at this phase, team members’ commitment and emotional aspect towards the EBP should be accessed (Cawsey et al., 2016; Strobel, 2015). This stage often requires intense planning and training with extended support from colleagues and the health facility. This phase majorly focuses on three aspects; readiness of the stakeholders to change, willingness to change, and the ability to change.
3. Implementation
According to the model, this phase demonstrates a rule of thirds where one-third of the team members get enthusiastic about the change; another one-third will not be willing to participate in the action plan. The other will oppose the plan due to factors like being less knowledgeable of the information, inadequate resources, and a general dislike of the leaders. To avoid conflict in the future, it is important to have all team members agree to participate in the plan. This phase is greatly guided by the degree of communication among team members. All concerns need to be addressed fully to avoid sabotaging the effort of one group by the other. Secrecy should be avoided by having everyone know what the other is working on (Strobel, 2015). The team should embrace failure, and everyone should learn from the mistakes encountered to provide necessary solutions in this phase.
4. Determination
This phase usually plays the role of eliminating withdrawal from change despite the investment of time and energy. This is usually caused by exhaustion as a result of the change from normal operations. It is quite common to have some team members providing excuses to revert to the old operational method. The team should address this by ensuring that maximum honesty is maintained in solving the problems (Strobel, 2015). There need to be frequent tests and re-test assumptions with optimism and efficient communication among the team members. Furthermore, The change plan should involve most team members in evaluating and modifying the action plan.
5. Fruition
This is usually the last phase where the persistence and corporation finally pay off, thus allowing complete adoption of the EBP change. At this period, the team members take time to relieve themselves, reflect on the change process, recognize each other and congratulate the process’s participation and success. In this phase, there is a high likelihood of celebration transforming to self-congratulation, and this might end up returning the change process to the stagnation phase (Martin, 2018). As such, the change needs to be continuous and strengthen the team members rather than creating undesired rifts.

References
Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An action-oriented toolkit. Los Angeles: SAGE.
Martin, P. (2018). Coping and Thriving in Nursing: An Essential Guide for Practice.
Strobel, B. (2015). Leading Change From Within: A Road Map To Help Middle Managers Affect Lasting Change. Westbow Press.
Treatment of obesity: Weight loss and bariatric surgery. (27, May). PubMed Central (PMC). https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4888907/
Weimann, E., & Weimann, P. (2017). High performance in hospital management: A guideline for developing and developed countries.

Evidence-Based Practice: Duck’s Change Curve Model

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