Overcoming
resistance to fall prevention project implementation
Resistance
to implementation of a fall prevention project may be caused by the
organizational culture (Dearholt & Dang, 2012). This is especially in a
situation where there is no much teamwork, no incentives for good performance
or low job satisfaction. A hospital that also starts projects without seeing
them through may also lead to skepticism and cynicism (AHRQ, 2013).
Another
impediment to the implementation of the fall prevention project may also be
lack of knowledge and motivation by the staff (American Nurses Association,
2015). Staff may not know their roles and responsibilities in the fall prevention
project, hence not being keen to be involved. The staff may also not appreciate
the importance of the project and hence they may not be fully motivated in
implementing it. That fall prevention is secondary healthcare may lead to some
staff being dismissive of the project.
Staff resistance may also be caused by the increased workload and disrupted workflows (AHRQ, 2013). Staff at most health institutions are overwhelmed by the workload due to inadequate healthcare staff nationally. Such staff may resist extra roles and responsibilities, especially when these are not crucial in providing primary healthcare. The resistance may be enhanced by the fact that most staff have established workflows and hence may not welcome activities that disrupt their day-to-day activities.
Staff resistance may also be caused by the increased workload and disrupted workflows (AHRQ, 2013). Staff at most health institutions are overwhelmed by the workload due to inadequate healthcare staff nationally. Such staff may resist extra roles and responsibilities, especially when these are not crucial in providing primary healthcare. The resistance may be enhanced by the fact that most staff have established workflows and hence may not welcome activities that disrupt their day-to-day activities.
Resistance
to change may also be caused by lack of adequate resources (American Nurses
Association, 2015). Apart from staff lacking time, lack of tangible resources
such as new care products and communication tools will cause resistance to
implementation of the fall prevention project.
Ways
to overcome resistance in the implementation of the fall prevention project
include having a champion in the hospital’s senior management (AHRQ, 2013). The
change agent should get a champion for the project by presenting to them the
business and clinical case for the project. Such a champion will be able to get
the rest of the management and staff on board. They are also more likely to
contribute to positive change in organizational culture through influence and
or directives.
Resistance
can also be overcome by constituting a unit to spearhead the changes (Dearholt
& Dang, 2012). The unit should be constituted from members representing the
various stakeholders involved in implementation of the fall prevention project.
These members will be able to communicate to the implementers the importance of
the project and the various roles and responsibilities
Training
of staff about the importance of the fall prevention project will instill the
necessary knowledge, skills and attitudes for successful implementation of the
project (AHRQ, 2013). The training should tie the project to the local
situation and should be geared towards creating awareness and commitment to the
project.
AHRQ.
(2013). Preventing Falls in Hospitals. http://www.ahrq.gov/sites/default/files/publications/files/fallpxtoolkit.pdf.
Accessed July 29, 2016.
American
Nurses Association. (2015). Nursing: Scope and standards of practice (3rd ed.).
Silver Spring, MD: America Nurses Association.
Dearholt,
S. L., & Dang, D. (2012). Johns Hopkins nursing evidence-based practice:
Model and guidelines (2nd ed.). Indianapolis, IN: Sigma Theta Tau
International.
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