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Your project of educating health staff on CPAP machines to improve patient outcomes required comprehensive work and diverse scope of knowledge and skills to apply. Helping healthcare providers learn the use of novel technologies and changing their usual work routines cannot be successful without strong leadership. I agree with your statement that “the feedback from participants is critical to the project’s success because it identifies areas of traction and areas that require additional attention.” Indeed, considering the opinions of every involved individual to make decisions is beneficial for action plans where motivation, creativity, and encouragement to keep working are vital for completion (Vaishnavi et al., 2019). You also pointed out that systematic progress evaluation and assessment are useful for addressing the risks and optimizing performance. Expanding on your opinion, I can add that data collection throughout the process is another tool for timely noticing and addressing issues.
The goal-based evaluation method you executed based on your project’s objectives is an effective approach. However, it might require adjusting the aims during the implementation phase as unexpected challenges occur. An alternative perspective on your strategy is to apply the transformational leadership style to enable the team to develop their own smaller goals based on the initial objectives and expected outcomes. Although such a method might seem difficult to control or evaluate, the properly encouraged participants are more capable of achieving significant results quickly and efficiently (Boamah, 2018). You described the approach to continue educating the healthcare providers to sustain the translation, and it is also helpful for the long-term improvement of your organization’s workflow. The additional perspective for maintaining the project’s results might be to develop a motivational program to promote self-education and willingness to expand the expertise in working with CPAP machines.
You described the essential aspects of developing, implementing, and executing a project, such as setting goals, getting stakeholders’ permission, and educating the team. As evaluation is necessary for determining the areas where updates are required, the execution strategy must include it at all stages. Indeed, you correctly pointed out that “the implementation process requires an iterative approach to provide consistent feedback with ample opportunity for planning and reassessment.” I agree that the project’s outcomes cannot be sustained without a knowledgeable leader who can address the possible risks and optimize the process to improve the workflow. Expanding on your post, I would mention that the team-building exercises are also important for maintaining the intervention’s results. The participants’ interaction and encouragement to provide high-quality healthcare are key to the long-lasting sustaining of novel practices and their benefits for patients (Gray et al., 2019). Consequently, as the project was teamwork, its outcomes maintenance should also promote group and collaboration work rather than becoming one representative’s responsibility.
You explored the critical topic of challenges to sustain the intervention’s beneficial outcomes if the management is changed. The new leader might doubt the evidence of the projects’ effectiveness; thus, as you mentioned, sufficient data about the results and strategies’ appropriateness must be collected. The alternative perspective is to address the importance of the intervention for each participant and encourage them to influence the new management’s decision-making (Bradley et al., 2018). Moreover, every team member should gain sufficient motivation to make the project’s outcomes a daily part of their job. They will demonstrate how their workflow improved and provide evidence about benefits for patients and the healthcare organization if they have expertise in how it influenced their practice.
References
Boamah, S. (2018). Linking nurses’ clinical leadership to patient care quality: The role of transformational leadership and workplace empowerment.Canadian Journal of Nursing Research, 50(1), 9-19. Web.
Bradley, E. H., Brewster, A. L., McNatt, Z., Linnander, E. L., Cherlin, E., Fosburgh, H., & Curry, L. A. (2018). How guiding coalitions promote positive culture change in hospitals: A longitudinal mixed methods interventional study.BMJ Quality & Safety, 27(3), 218-225. Web.
Gray, P., Senabe, S., Naicker, N., Kgalamono, S., Yassi, A., & Spiegel, J. M. (2019). Workplace-based organizational interventions promoting mental health and happiness among healthcare workers: A realist review. International Journal of Environmental Research and Public Health, 16(22), 4396. Web.
Vaishnavi, V., Suresh, M. and Dutta, P. (2019). A study on the influence of factors associated with organizational readiness for change in healthcare organizations using TISM.Benchmarking: An International Journal, 26(4), 1290-1313. Web.
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