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Introducing change in nursing: the case of research
Author(s) -
Cutcliffe J. R.,
Bassett C.
Publication year - 1997
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1046/j.1365-2834.1997.00482.x
Subject(s) - bureaucracy , nursing practice , identity (music) , process (computing) , task (project management) , scale (ratio) , organisational change , clinical practice , change management (itsm) , organizational change , nursing management , sociology , psychology , nursing , epistemology , medicine , public relations , political science , management , business , computer science , law , physics , quantum mechanics , marketing , lean manufacturing , politics , acoustics , economics , operating system , philosophy
This paper examines the issue of encouraging change in nursing and focuses on how to move from task‐orientated to science‐based practice. Therefore, it considers the current theory on the process of change and using two clinical vignettes (one from psychiatric and one from general nursing practice) illustrates how science based practice was introduced. From these vignettes it draws four conclusion: (1) small‐scale cultural change is possible even within large bureaucracies; (2) the nature and identity of change agents is not always immediately obvious; (3) there is arguably no one singular best way of bringing about change and; (4) change activists need to have an understanding of several models of change. It then makes managerial, educational and structural recommendations based on these conclusions.