Search PubMed⌕ Search

PubMed · 8964923

Research utilization and the continuing/staff development educator.

Abstract

Current health care imperatives and the continuous explosion of information and technology present new challenges for continuing/staff development educators as the nursing profession reinvents itself during the current crisis in health care. This turbulent health care environment necessitates utilization of current research findings to maintain the continued efficient and effective functioning of nursing staff. Familiarity with recent research utilization projects and models and barriers perceived to impede research utilization can assist the continuing/staff development educator to bridge the gap between knowledge generation and knowledge utilization.

Explore related subjects

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

C A Mottola. Research utilization and the continuing/staff development educator.. https://doi.org/10.3928/0022-0124-19960701-06

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related citations

Effects of technological interventions on the safety of a medication-use system.

PURPOSE: A study was conducted to assess the effects and outcomes of implementing new technology into the medication-use process. METHODS: A pharmacy computer system, automated dispensing cabinets, and point-of-care products were implemented. The hypotheses of the study were that system errors in each phase of the medication-use process would decrease with the implementation of each technological application and that workload measures, such as staffing and inventory levels, would increase. Using a scripted questionnaire, interviews of participating staff (registered nurses, licensed practical nurses, nursing-unit clerks, pharmacists, pharmacy technicians, physicians, and physician assistants) were conducted to determine their impressions of the safety of the medication-use system before and after the implementation of technology. All hospitalwide errors were reported monthly between November 2002 and July 2005 by the number of errors per 1000 patient days and were categorized by error type. The accuracy of the medication administration record was examined; the pharmacy dispensing process was evaluated for accuracy, timeliness, and system changes; the accuracy of medication administration was observed; and staffing changes were also evaluated. RESULTS: Because of the technology implementation, the accuracy of patient identification was introduced, process changes and technological design identified potential failure modes in the medication administration process, inventory increased, turn-around time to process medication doses in the pharmacy decreased, accuracy of medication administration increased, and the staffing of nurses and pharmacists increased. CONCLUSION: Implementation of new technology into the medication management system standardized the medication administration processes, decreased turnaround time for processing medication orders, and increased accuracy of medication administration to patients.

Diffusion of Innovation↗

How to develop a business case for quality.

OBJECTIVE: To describe the steps in developing a business case for quality-enhancing interventions (QEIs) in health care. ANALYSIS: The development of a business case for QEIs in health care involves 11 steps. These steps include (1) describing the intervention, (2) determining perspective, (3) identifying the effects of the intervention on quality, (4) designing the study, (5) identifying and measuring cash flows, (6) considering the effects of capacity constraints, (7) selecting a measure of return on investment, (8) determining the time horizon for the analysis, (9) determining the discount rate, (10) adjusting costs and savings for inflation, and (11) determining organizational readiness for business case development. A checklist offers guidance on assessing readiness for the business case. CONCLUSION: The absence of a 'business case' for quality is frequently cited as the reason health care organizations do not implement QEIs, despite decades of careful research demonstrating their effectiveness. Our continuing commitment to advancing the discipline of business case analysis is based on a belief that delineating the cost and economic implications of investments in QEIs is a critical threshold issue to widespread adoption of evidence-based quality improvements. We believe it is appropriate and timely to consider how best to standardize approaches and move the field of business case analysis forward.

Diffusion of Innovation↗