NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE

Grand Canyon University NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE– Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE

Whether one passes or fails an academic assignment such as the Grand Canyon University NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE

The introduction for the Grand Canyon University NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

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After the introduction, move into the main part of the NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE

Health care organizations apply different strategies to improve health outcomes. Practice change improves health outcomes by addressing performance gaps and introducing new processes (Busetto et al., 2018). However, change does not always occur as planned, which can have far-reaching impacts on financial assets and workplace relationships. Therefore, the purpose of this presentation is to describe a situation where change did not go as planned in the workplace and the steps that should have been taken to implement change successfully. Central discussion areas include a background of the situation, the nurse’s role as a change agent, and stakeholders essential in change management. Other areas include a presentation of change theory, impacts of unsuccessful change, and factors to drive upcoming organizational change.

The situation where change did not occur as planned involved the introduction of a zero-tolerance policy in the organization in response to increased cases of bullying. As Mrayyan (2018) stated, zero tolerance towards workplace violence encourages nurses not to endure violence and report it immediately after they encounter it. The law also severely punishes those who commit violent acts like bullying against health care providers. Like other practice change activities, the nursing staff was supposed to be adequately prepared for policy change to embrace it fully. Unfortunately, the management introduced the policy abruptly, which reduced the staff’s commitment to implementing it fully. Hence, it did not achieve the outcomes as projected.

Health care professionals should work in safe care environments to deliver quality patient care. According to Al-Ghabeesh and Qattom (2019), bullying is damaging to the health and productivity of nurses since it impairs their emotional health and increases their desire to quit their occupations. Therefore, zero tolerance towards bullying is a practical intervention for optimizing employee productivity and protecting nurses from the adverse effects of workplace incivility. Homayuni et al. (2021) found that bullying is associated with depression and distress in nurses, which hampers interprofessional collaboration and their ability to provide quality care. A zero-tolerance policy protects the staff from such health dangers and ensures civil conduct among employees as they work to achieve a common goal.

Nurse leaders should introduce and guide while looking forward to achieving multi-dimensional impacts. Practice change achieved by implementing zero-tolerance policies can help to promote ethical conduct among nurses, which is characterized by behaviors that prevent harm and ensuring that employees are responsible for their actions. From a social dimension, nursing practice is conducted in social environments with diverse practitioners. Preventing behaviors that hamper teamwork and cooperation is instrumental in building healthy relationships among diverse teams. Mrayyan (2018) stressed the importance of a zero-tolerance policy in preventing costly medical errors. Preventing such errors also minimizes legal issues stemming from patient harm and improves the organization’s reputation and relationship with partners.

The advanced registered nurse’s role as a change agent is critical for the progressive improvement of patient care outcomes. According to Rafferty (2018), nurses and nurse leaders are directly involved in patient care, and their influence, skills, and guidance are valuable in change implementation. Skills utilization is demonstrated by continuous assessment of practice gaps and introduction of interventions for enhancing performance. Nurse leaders also use their knowledge and skills to promote evidence-based innovation and lead behavior change practices like zero-tolerance policies, motivation programs, and infection control. Other roles include designing and delivering health policy as nurses and patient advocates and mentoring nurses to embrace change to reduce resistance toward new practices.

Stakeholders play a critical role in change implementation. The type, direction, and success of organizational change depend on stakeholder engagement, participation, and support (Jasinska, 2020). One of the key stakeholders involved in change efforts is the caregivers, including nurses and physicians. They are directly involved in change efforts since many practice changes cannot be conducted without them. The organization’s management plays a crucial role in supporting change through resources and preparing the organization for change. Other stakeholders with varying roles include patients, partners and suppliers, political and legal representatives, and accreditation agencies. These stakeholders should be adequately informed about organizational practices to determine whether the organization promotes care quality and patient safety as professionally obliged.

Kurt Lewin’s change management model is highly appropriate for change implementation in a dynamic health care environment. Its basic concepts include driving forces that push change in the desired direction, restraining forces that counter change efforts, and a state of equilibrium. As Hussain et al. (2018) explained, practice change occurs progressively in three basic steps: unfreezing, changing, and refreezing. Unfreezing is primarily about preparing the nursing staff and other stakeholders to understand and embrace change to counter possible resistance. The changing phase involves transitioning to new behaviors and work routines, while refreezing involves sustaining the new status to achieve lasting effects.

Change leaders apply different change models for different reasons. Besides guiding change management in a simple and straightforward process, Lewin’s change theory aims to understand and demonstrate why change occurs (Hussain et al., 2018). Accordingly, change leaders can justify the change and visualize the outcomes. Lewin’s theory also accounts for uncertainties and resistance to change. In most instances, resistance to change occurs when the nursing staff and other stakeholders are not engaged in the change process. To overcome resistance, Lewin’s theory stresses the need for clear and convincing communication and education about the need for the change during the unfreezing phase (Deborah, 2018). Above all, the phased change management helps change leaders to introduce and implement organizational change procedurally.

Organizational change has profound impacts on care quality and work processes. Hence, the change management strategies applied should be centered on achieving change without adverse impacts on behaviors, social relationships, and finances. Due to its straightforward nature and simplicity, Lewis change management model ensures that change is implemented without ethical misconduct or negative impacts on workplace behaviors. The simple process is also economical since it does not include many steps that can be tiring or consume massive resources. Change management through positive behavior change also protects patients, health care professionals, and other populations. Doing so protects the organization from possible reputational damage, which can be politically, ethically, and legally costly.

Advanced registered nurses should be aware of change implementation barriers before initiating practice change. After identifying the change and potential impacts, I would develop a comprehensive implementation plan to share with the management and the nursing staff. Next, I would communicate the change to nurses and all stakeholders since lack of it was the main reason for the initial change failure in the facility. Communication is crucial in the unfreezing phase of change management since it helps stakeholders to understand the change and its importance (Deborah, 2018). The next step would be actively engaging stakeholders to implement the change before its evaluation to determine whether it achieved the desired effects.

Change implementation is usually a lengthy, laborious, and resource-intensive process. It requires preparation, continuous communication, and engagement of stakeholders. Unsuccessful change implies potential misuse of the organization’s resources such as zero tolerance policy handouts and finances used communication and other crucial processes. Since the goal of the change process is to prevent bullying, failure to achieve this goal would increase nurses’ exposure to workplace bullying. Al-Ghabeesh and Qattom (2019) found that bullying lowers nurses productivity since it is psychologically harming, and the same would be witnessed in the organization. Other potential outcomes include increased risk to patient care and disappointment with the change process.

Nurse leaders should never give up with organizational change. Consequently, they should have a backup plan if change is unsuccessful. The most effective intervention to address the current scenario if change does not succeed is a collaborative process and impact assessment. In this case, nurses, nurse leaders, and the management would collaborate to assess why practice change failed and practical remedies. The role of the collaborative assessment would be helping the change team to address implementation barriers before reintroducing the change. Such barriers include communication problems, a resistance culture, and a lack of stakeholder support (Busetto et al., 2018). As the implementation progresses, the change team should seek continuous feedback from stakeholders while monitoring reactions and impacts. Such an impact would help to fix any issue hampering the process timely and conveniently.

Successful organizational change is achieved through a combination of factors. Besides stakeholder engagement and communication as mentioned earlier, employee growth and development will play a crucial role in driving upcoming organizational change. Largely, employee growth and development will equip employees with the skills, knowledge, and attitudes necessary for continuous quality improvement in health practice. Organizations ready for change must foster innovation through nurse leaders who seek new ways to transform and influence higher care quality through new care delivery models (Snow, 2019; Mutonyi et al., 2021) Accordingly, the advanced registered nurse must be at the center of innovation and transformation through continuous assessment of performance gaps and fostering a culture of change in the organization.

As demonstrated in this presentation, the primary goal of practice change is to optimize health outcomes. As a result, nurse leaders and other health care professionals in advanced practice should continually assess performance gaps, promote innovation, and lead behavior-change practices. Since practice change should be systematic and procedural, the advanced registered nurse should initiate change using theoretical guidelines. Kurt Lewin’s change management theory can be applied to introduce change in the organization to achieve the best results. It stresses preparation for change and sustaining it, which are critical to successful change. Additional drivers of change in the organization include the management investing in innovation and employee growth and development programs.

References

Al-Ghabeesh, S. H., & Qattom, H. (2019). Workplace bullying and its preventive measures and productivity among emergency department nurses. Israel Journal of Health Policy Research, 8(1), 1-9. https://doi.org/10.1186/s12913-019-4268-x
Busetto, L., Luijkx, K., Calciolari, S., Ortiz, L. G. G., & Vrijhoef, H. J. M. (2018). Barriers and facilitators to workforce changes in integrated care. International Journal of Integrated Care, 18(2), 1-13. http://doi.org/10.5334/ijic.3587
Deborah, O. K. (2018). Lewin’s theory of change: Applicability of its principles in a contemporary organization. Journal of Strategic Management, 2(5), 1-11. https://stratfordjournals.org/journals/index.php/journal-of-strategic-management/article/download/229/274
Homayuni, A., Hosseini, Z., Aghamolaei, T., & Shahini, S. (2021). Which nurses are victims of bullying: the role of negative affect, core self-evaluations, role conflict and bullying in the nursing staff. BMC Nursing, 20(1), 1-9. https://doi.org/10.1186/s12912-021-00578-3
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: a critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002
Al-Ghabeesh, S. H., & Qattom, H. (2019). Workplace bullying and its preventive measures and productivity among emergency department nurses. Israel Journal of Health Policy Research, 8(1), 1-9. https://doi.org/10.1186/s12913-019-4268-x
Busetto, L., Luijkx, K., Calciolari, S., Ortiz, L. G. G., & Vrijhoef, H. J. M. (2018). Barriers and facilitators to workforce changes in integrated care. International Journal of Integrated Care, 18(2), 1-13. http://doi.org/10.5334/ijic.3587
Deborah, O. K. (2018). Lewin’s theory of change: Applicability of its principles in a contemporary organization. Journal of Strategic Management, 2(5), 1-11. https://stratfordjournals.org/journals/index.php/journal-of-strategic-management/article/download/229/274
Homayuni, A., Hosseini, Z., Aghamolaei, T., & Shahini, S. (2021). Which nurses are victims of bullying: the role of negative affect, core self-evaluations, role conflict and bullying in the nursing staff. BMC Nursing, 20(1), 1-9. https://doi.org/10.1186/s12912-021-00578-3
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: a critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002

Sample Answer 2 for NUR 514 Implementing Change With an Interprofessional Approach Presentation SAMPLE

Presentation’s Main Areas

Welcome to this presentation on implementing change with an interprofessional approach. Irrespective of size, resources, specialties, and other factors, health care organizations encounter many issues that necessitate positive change. Using their theoretical, clinical, and leadership skills, advanced registered nurses guide organizations in implementing change to achieve specific outcomes. Sometimes, this change may not achieve the desired results, prompting leaders to reevaluate situations and introduce new methods. Therefore, this presentation aims to explore a situation where change did not go as planned and outline the steps that should have been taken to implement change successfully. Elements influencing successful change, including stakeholders, change models, and internal drivers, will be discussed in detail.

Description of Situation, Rationale for Change and Goal

Organizational change necessitates practical solutions to issues hampering the workplace. The situation where change did not go as planned involved nurses experiencing workplace burnout. According to Lee and Cha (2023), the leading cause of nurse burnout is occupational stress, which includes issues like a high workload, a lack of leadership support, and role conflict, which play a major role. Nurses experiencing burnout had issues like job dissatisfaction, excessive fatigue, and behavioral disorders. To avert the dangers of these problems, leaders recommended a physical relaxation exercise program. Despite the high effectiveness of such programs in addressing burnout, the proposed program was not adopted universally since some nurses opted for other measures, including mindfulness, resting, and additional staffing.

Positive change helps organizations to transition into more effective and efficient workplaces. Addressing burnout is essential in health care organizations due to its risk to nurse’s health and well-being. As a growing problem in health care, burnout is associated with mental distance from the job, reduced efficacy in the workplace, and increased incivility due to poor relationships (ANA Nursing Resources Hub, 2024). These problems underscore the need for interventions that contribute to a healthy workplace for nurses and patients. Practical, sustainable solutions for burnout also indicate a supportive work culture where leaders and staff collaborate to identify and address persistent problems. The leading goals of the change (implementing a physical relaxation exercise program) included improving job satisfaction, reducing potential nurse turnover, and achieving better care quality and patient safety. Therefore, it envisioned transitioning the facility into a better workplace for patients, staff, and leaders.

From an ethical perspective, a nursing workforce able to overcome burnout is critical to preventing patient harm related to medical errors, depersonalization, and a lack of empathy. Harm prevention aligns with the nonmaleficence principle of medical ethics (Bulger, 2024). Socially, health care organizations have a social responsibility to engage in actions that improve people’s health. Part of this obligation is guaranteeing high-quality care, which improves the relationship between health care facilities and the society it serves. Aligning health care with the recommended quality standards prevents potential legal issues, such as patients seeking compensation for medical errors. Above all, leaders should implement measures to reduce costs and improve productivity, and wellness programs help achieve this goal. Such measures prevent issues that can attract political attention since patients get the care they deserve.

Advanced Registered Nurse Role as Change Agent

The advanced registered nurse is instrumental in helping health care organizations achieve progressive improvements in quality, safety, workplace climate, and other areas. As change agents, advanced registered nurses possess legitimate power to influence change (Wagner & Udod, 2022). Consequently, they use their power to direct and guide planned change, implying that the change process is initiated and implemented by a skilled individual in nursing theory and practice. Defining attributes of change agents include carrying the vision for change and being responsible for goal setting. Besides, they are skilled problem solvers and influential role models who actively participate in the change process through intentional interventions. These attributes indicate individuals who know the reason for change and how to achieve it.

The advanced registered nurse’s role as a change agent is multidimensional due to the complex nature of change processes. To ensure a seamless change implementation process, the change leader develops the appropriate climate for planned change by influencing attitudes and modifying behaviors (Pozgar, 2023). This climate is achieved by identifying barriers to change, like comfort in the status quo, and identifying strategies to overcome them. The change agent is also involved in introducing new approaches persistently to ensure better outcomes for patients, colleagues, and the organization. Other roles include planning action steps to achieve the desired goal for the change, advocating for best practices to address problems, and performing performance assessments to identify areas for improvement.

Key Interprofessional Stakeholders That Should Be Involved in Change Efforts

Successful change requires a balanced approach that considers the needs and opinions of valuable individuals and groups. Stakeholders are individuals who experience the impact of the change directly; hence, they influence health care decisions (Petkovic et al., 2020). Key internal stakeholders include the leaders and the nursing staff. Their attitudes, active participation, and facilitation of the change processes determine outcomes. Patients are also key stakeholders since they consume health care and deserve high quality and optimal satisfaction. As a result, organizational change should be designed to benefit them. Partners and suppliers are highly affected by the organization’s financial success and look forward to a high-performing organization. Legal advisors should be involved to guide nursing leaders and staff in implementing change that aligns with the established legal and ethical standards.

Appropriate Change Theory or Model That Could Be Used to Achieve Results

Kurt Lewin’s theory of planned change could be used to achieve positive results. According to Lewin, positive organizational change is achieved by overcoming the status quo in three fundamental steps: unfreezing, changing, and refreezing (Barrow et al., 2022). The initial step, unfreezing, is primarily about creating problem awareness to show individuals or groups that change is necessary. A suitable example of unfreezing is educating nurses on the importance of physical relaxation exercises in coping with burnout. The change leader demonstrates issues in-depth to ensure the planned change is understood. Changing involves moving into a new phase of alternative methods. Here, the benefits of change are clear, and the forces that hamper organizational change decrease significantly. Refreezing involves stabilizing the new state to ensure it becomes a habit.

Suitability of Kurt Lewin’s Change Theory

Lewin’s change theory suits the situation due to its effectiveness in complex, adaptive systems like health care. This theory demonstrates organizational change as a transformative process for changing the current situation to something better for individuals, teams, and the industry. Its outcome-driven nature is demonstrated by the change leader’s or manager’s desire to achieve a new state where undesired behaviors do not recur. Lewin also underlined the need to involve individuals or groups in the unfreezing phase to enable them to understand the importance of the proposed change. Such engagement is crucial to ensure nurses understand the recommended intervention for addressing burnout and can sustain the newly acquired state of improved physical and mental health.

Implications of Applying the Change Management Strategies

Change management through Lewin’s approach is characterized by leaders collaborating with employees to address an issue like nurse burnout. The collaborative change management strategy ensures that individuals affected by issues are involved in the process and are adequately educated on it to enhance understanding. As organizational leaders continue to ensure safe and accommodating care environments, they should embrace interventions that do not break any health care law. Change management through the Lewis theory’s approach aligns with this requirement since it is universally accepted and highly recommended in health care. The theory also ensures that change leaders adopt efficient processes that improve productivity. Above all, the desire to improve organizations by addressing issues like nurse burnout aligns with the general goal of political advocacy, which is creating better environments for all people.

Outline for Initiating Change as Advanced Registered Nurse

As a leader of an effective change process, the advanced registered nurse should prevent issues that hampered the previous change. To understand the complexity of the matter and the scope of change, the nurse should first evaluate the severity of the situation (burnout). The next step should be recommending various nurse-centered strategies. As cited by Lee and Cha (2023), these include yoga, mindfulness, physical exercises, and cognitive behavioral therapy. Regarding program design, the change leader ensures nurses’ insights are considered when selecting solutions to ensure they are related to the problem (Van Houwelingen et al., 2024). Such an approach fosters nurses’ engagement, enabling them to implement the recommended solutions without much resistance. As the implementation of the universally agreed solution (change) continues, the advanced registered nurse should evaluate progress and provide support as situations obligate.

Impact to the Organization

Unsuccessful change initiatives imply unmet needs for patients, nurses, and the organization. This is because organizational change seeks to address issues that prevent achieving the desired outcomes. Unmet needs imply an unhealthy workplace for patients and care providers. When an initiative for addressing nurse burnout fails, health management costs increase due to the adverse outcomes of a dissatisfied workforce with low job satisfaction and productivity. To address unsuccessful change, priority areas include change champions communicating with stakeholders and informing them about the outcomes, barriers to success, and better strategies to prevent future setbacks. Change leaders should also explore new evidence-based interventions to address the present problem and seek additional support. The new interventions can be implemented instantly if there is adequate material, human, and financial support.

Additional Factors Driving Organizational Change and Advanced Registered Nurse as Change Agent

Many factors drive organizational change and determine the type and scope of interventions needed to optimize outcomes. One of the leading drivers is organizational culture. Typically, change thrives in organizations with a culture of innovation since they embrace creativity and new ideas (Andersson et al., 2023). Despite the commitment of change leaders such as the advanced registered nurse, resources available in the organization affect the change process. For instance, technological changes would only thrive in organizations with a robust technological infrastructure and supportive culture. Leaders also need to perceive change positively and provide the required support. As cited by Milella et al. (2021), rigid structures with an inverted power structure resist change. Other central factors driving organizational change include the presence of change champions like nurse leaders and the type of social and public health issues the organization encounters must address.

The Advanced Nurse’s Role

The additional factors influencing organizational change present an expanded role for the advanced registered nurse as a change agent. Since successful change requires adequate resources, the advanced registered nurse should continually seek stakeholder support from organizational leaders and other influential individuals. Other roles that ensure new ideas are adopted quickly include engaging in continuous quality improvement, promoting a culture of inquiry, and encouraging innovation. A culture of inquiry is centered on knowledge development to improve procedures and address barriers that hinder innovation (Schmidt et al., 2024). Interprofessional collaboration is integral to successful change since team members share skills and perspectives to address a shared problem like nurse burnout.

Summary

In conclusion, it is crucial to have a recap of the main presentation’s ideas. Organizational change seeks progressive improvements in quality, patient safety, and other critical health care aspects. The situation where change did not go as planned involved implementing a nurse burnout initiative where nurses were not involved in its design. The lack of involvement in the physical relaxation exercise program’s design hampered its adoption. This setback underscores the need for change agents and organizational leaders to include nurses in designing change initiatives as valuable interprofessional team members. For better outcomes of such initiatives, change champions should adopt a phased process guided by Kurt Lewin’s change theory. Above all, continuous leadership in every phase of the change is crucial to encourage change adoption and guide its target consumers effectively.

References

ANA Nursing Resources Hub. (2024). What is burnout? How to prevent it. https://www.nursingworld.org/content-hub/resources/workplace/what-is-nurse-burnout-how-to-prevent-it
Andersson, T., Linnéusson, G., Holmén, M., & Kjellsdotter, A. (2023). Nurturing innovative culture in a healthcare organisation – Lessons from a Swedish case study. Journal of Health Organization and Management, 37(9), 17–33. https://doi.org/10.1108/JHOM-05-2021-0181
Barrow, J. M., Annamaraju, P., & Toney-Butler, T. J. (2022). Change management. National Library of Medicine.
Bulger, J. W. (2024). Bioethics: Passing the boards, providing patient care, and beyond. Oxford University Press, USA.
Lee, M., & Cha, C. (2023). Interventions to reduce burnout among clinical nurses: Systematic review and meta-analysis. Scientific Reports, 13(1), 10971. https://doi.org/10.1038/s41598-023-38169-8
Milella, F., Minelli, E. A., Strozzi, F., & Croce, D. (2021). Change and innovation in healthcare: Findings from literature. ClinicoEconomics and Outcomes Research: CEOR, 13, 395–408. https://doi.org/10.2147/CEOR.S301169
Petkovic, J., Riddle, A., Akl, E. A., Khabsa, J., Lytvyn, L., Atwere, P., … & Tugwell, P. (2020). Protocol for the development of guidance for stakeholder engagement in health and healthcare guideline development and implementation. Systematic Reviews, 9, 1-11. https://doi.org/10.1186/s13643-020-1272-5
Pozgar, G. D. (2023). Legal aspects of health care administration. Jones & Bartlett Learning.
Schmidt, A., Marshall, D., Raso, R., Sintich, M., Poch, N., & Joseph, M. L. (2024). A culture of inquiry: Practice-based knowledge for nurse leaders. The Journal of Nursing Administration, 54(4), 240–246. https://doi.org/10.1097/NNA.0000000000001416
Van Houwelingen, T., Meeuse, A. C., & Kort, H. S. (2024). Enabling nurses’ engagement in the design of healthcare technology–Core competencies and requirements: a qualitative study. International Journal of Nursing Studies Advances, 6, 100170. https://doi.org/10.1016/j.ijnsa.2023.100170
Wagner, J., & Udod, S. A. (2022). 9.2: The nurse leader as change agent. Medicine LibreTexts.