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Achieving evidence‐based nursing practice: impact of the Caledonian Development Model
Author(s) -
TOLSON DEBBIE,
BOOTH JO,
LOWNDES ANDREW
Publication year - 2008
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 - 10.1111/j.1365-2834.2008.00889.x
Subject(s) - autonomy , benchmarking , enthusiasm , nursing , evidence based practice , pooling , champion , evidence based nursing , knowledge management , medicine , psychology , business , computer science , political science , social psychology , alternative medicine , pathology , marketing , artificial intelligence , law
Aim To determine the impact of the Caledonian Development Model, designed to promote evidence‐based practice. Background The model features practice‐development activities, benchmarking, knowledge pooling and translation through membership of a community of practice and a virtual college. Methods Twenty‐four nurses, from 18 practice sites formed three communities of practice, each selecting evidence‐based guidance to implement. A modified group supervision framework empowered nurses to champion local implementation. Outcomes were determined at 6 months. Results Eighty per cent of the patient‐related criteria and 35% of the facilities criteria were achieved. The Revised Nursing Work Index indicated these nurses experienced greater autonomy ( P = 0.019) and increased organizational support ( P = 0.037). Focus groups revealed a deepening organizational support for the initiative over time, illuminated work‐based learning challenges and overall enthusiasm for the approach. Conclusion Implementation of the model effectively promoted evidence‐based practice, most notably at the level of the individual patient. Implications for nursing management Time and budgetary constraints necessitate smart, value for money approaches to developing evidence‐based practice and improved care standards. This work demonstrates an effective model that strikes a balance between individual and group learning, virtual and real‐time activities, coupled with resource pooling across organizations and sectors.