Here is the synopsis of our sample research paper on Changing a Dangerous Situation. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 4 page research paper that, first, outlines a problem, failure to examine charts as part of the end-of-shift report, and then discusses how a staff nurse can institute change, referring to change theory and the empirical-rational model for management. Bibliography lists 5 sources.
Page Count:
4 pages (~225 words per page)
File: D0_khendsch.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
the step in a change of shift report wherein the nurses go over the patients chart for the past 48 hours. Without compelling hospital policy on this matter, many nurses
when confronted on this issue assert that they will review the chart(s) later. Instituting and maintaining institutional change requires "time, effort and energy" but can result in identifiable benefits (Sullivan
and Decker, 2009, p. 67). Nursing literature stresses the need for comprehensive end-of-shift report as "giving complete and accurate information" concerning patients aids the next shift in protecting the
welfare of patients and "sets the stage" for the return of the nurse going off shift (McLaughlin, Antonio and Bryant, 2004, p. 32HN8). The literature points out that the
"end-of-shift report is more than passing on information thats already written on the report sheet," as it needs to cover all of the pertinent information that the receiving nurse needs
to know in order to function (McLaughlin, Antonio and Bryant, 2004, p. 32HN8). If information is left out or overlooked or continuously misinterpreted by the incoming shift because no one
accurately read the doctors orders, the results can be disastrous. In implementing beneficial changes in end-of-shift reporting, a staff nurse can utilize the principles of change theory in order to
accomplish beneficial behavioral change. As Kurt Lewins pioneering work with change theory points out, any change initiative entails forces that drive the change, as well as forces that restrain
it by resisting change (Kritsonis, 2005). Lewin formulated a three-step process for changing engrained organizational behaviors, which consists of moving employees away from the status quo, instituting change and then
institutionalizing that change as a new status quo. Lewin refers to these phases as unfreezing, change and refreezing (Kristonis, 2005). Lippitt, Watson and Wesley extended Lewins 3-phase model with Lippitts
...