A Model for Change in the Clinical Practicum  Order Instructions: A Model for Change
During this week’s paper, you will focus on the Model for Change.

Building on work done in the clinical practicum setting this week, and looking toward work with the evidence base practice (EBP), address these questions:
1. How does change take place within the organization?
2. Which individuals and/or groups are involved in the change process?
3. Which individuals or groups make final decisions about change?
4. What may serve as significant barriers (limitations) to change?
5. What may serve as facilitators (strengths) to change?
6. How does the Model for Change fit your EBP topic? (family Nurse Practitioner). How will it be applied?
7. In addition to the Model for Change, what models, frameworks, and/or theories specific to your specialty practice area may be used for your EBP?
Remember to provide evidence to support all of your thoughts and ideas. Provide at least three scholarly references for paper

The writer must clearly respond to all 7 questions using paragraphs to clearly show each response for all the 7 questions. In text citation is required for all part of the paper as it will be use to supports the points the writer is making here.
The writer will take into consideration that they specialty area is Family Nurse Practitioner, and all response must be taking into consideration regarding that specialty. Also the writer must not use any article older than 5 years as this is an evidence based practice course meaning all information must be current. The writer must continuously support the facts with peer review articles using in-text citations throughout the entire paper.

Resources;
Reading
Nurse to Nurse Evidence-Based Practice
• Chapter 1: “Journey to Excellence in Patient Care”

A Model for Change in the Clinical Practicum  Sample Answer

Evidence-based safety practice is complicated and hence the need to draw proper strategies to address the complexity systems of care. The implementation of EBP is regarding the practice leading to the scientific experimentation. Since resources in organizations are known to be limited, they should be used effectively to realize proper health care evaluation. The incorporation of the EBPs in health care organizations has been so far successful. It is linked with the client’s improved health care outcomes and hence proving that the general attitude of treatment is based on scientific evidence. It hence, therefore, suggests that the health care professions in organizations must be up-to-date with the current knowledge in the medicine field, for proper client serving thus remaining relevant in the respective fields (Dormant & Lee, 2011).

In the business field today, change is an important tool for an organization to remain competitive and relevant in the field. There is, therefore, a need for constant change within an organization. Change in an organization occurs when an organization decides on transitioning from the current state to some desired destination in the organizational future. In change initiation, a medical director is responsible for making a call for change within the organization. In response to the change case, key stakeholders in the organization such as the frontline clinicians develop a reasonable consensus. It involves getting organized and hence developing a concrete plan (Bremer, 2012). The planning to change should be actualized down to each staff member and hence developing a proper response to the change to decide whether it is worthwhile.

Individually, change within an organization may become unfamiliar, or may even make a group within an organization less predictable or less controllable. Change within an organization makes the experts become learners in the new direction of the organization and hence less predictable future. It, therefore, suggests that change within an organization affects all the groups and the individuals within an organization. There is, therefore, the need to draw proper strategies to overcome the resistance to change within an organization by the leaders. It is because change is not just done for the sake of change but for the organizational improvement in providing better health care to its clients (Orridge, 2009).

Final decision making in an organization is an important part of the change process. It, therefore, requires a group of individuals that make critical decisions since evolution describes an organization’s future. Decision-making concerning a change in an organization is usually carried out by the board of directors, that is, the ones chosen by the organization’s staff. Trust and belief in the leadership are a crucial factor for the organizational change positively. The team must develop confidence in their leaders for effective decision-making on change (Dormant & Lee, 2011).

There exist barriers to change within organizations. It ranges from human factors such as the culture of the people in the group to other external factors such as the shape of the current market or even current government policies. Some of the limiting external factors to an organization is the regulations by the local authorities. The labor markets may also regulate the change in an organization. Staff with a particular rigid culture-change is a limiting factor to organizational change. The way people are used to an organizational structure will make them resist the new changes in the organization (Bremer, 2012).

The desire to expansion and growth within an organization is the main factor to change. Organizations need to change to remain relevant in the market. Hence, the desire to change is the primary facilitator to change within an organization. Government regulations, though it may act as a limiter to organizational change, may also be a facilitator factor to change. The currently mandated policies by the government may need an organization to change its ways of carrying out their processes.

A model for change in the Evidence-Based Practice is essential in the description of the guides that the health care professions and the nurses need for the satisfaction of the clients in the organization. The increase in the intense clinical research, hence change, has helped the clinical sector improve the traditional ways to the evidence-based practices thus improving the clinical area. The evidence-based practices provide the platform that is flexible and can be incorporated easily into any organization (Orridge, 2009).

Apart from change, other models such as the framework for praxis. The context of praxis integrates facilitation, art, practice, and theory towards the Evidence-based practice. Under this framework, the primary objective is caring as the family nurse practitioner. (Bremer, 2012). The theory-based nurse practitioner is another important framework that tries to approach caring under the family nurse practicing. Thus, apart from the Evidence-based practice, other models are important in the family nurse practicing towards providing quality to clients in an organization (Dormant & Lee, 2011).

Upon conclusion, organizations need to adapt to changes in the group to maintain their relevance in the market. Proper strategies should be put in place for the organization to define its future. Appropriate decision-making and understanding of the current state of the market are a key factor in the initiation of change. Other models and frameworks are important as they may be used in the Evidenced-based practice in a practitioner’s field.

A Model for Change in the Clinical Practicum  References.

Dormant, D., & Lee, J. (2011). The chocolate model of change. San Bernadino, CA: publisher not identified.

Fenstermacher, K., & Hudson, B. T. (2016). Practice guidelines for family nurse practitioners.

Bremer, M. (2012). Organizational culture change: Unleash your organizations potential in circles of 10. Zwolle: Kikker Groep.

Orridge, M. (2009). Change leadership: Developing a change-adept organization. Farnham, England: Gower.