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Practice Development in Nursing and Healthcare

E-BookPDF2 - DRM Adobe / Adobe Ebook ReaderE-Book
320 Seiten
Englisch
John Wiley & Sonserschienen am03.01.20132. Auflage
In its first edition, Practice Development in Nursing made an important contribution to understanding practice development and its core components. Now fully updated to take into account the many developments in the field, the second edition continues to fill an important gap in the market for an accessible, practical text on what remains a key issue for all members of the healthcare team globally.
Practice Development in Nursing and Healthcare explores the basis of practice development and its aims, implementation and impact on healthcare, to enable readers to be confident in their approaches to practice development. It is aimed at healthcare professionals in a variety of roles (for example clinical practice, education, research and quality improvement) and students, as well as those with a primary practice development role, in order to enable them to effectively and knowledgeably develop practice and the practice of others.

Key features:
New updated edition of a seminal text in the field, including significant new material
Relevance to the entire healthcare team
Accessible and practical in style, with case studies, scenarios and examples throughout
Edited by and with contributions from experts in the field
Fully updated to include the latest research
Supported by a strong evidence base



Brendan McCormack is Director of the Institute of Nursing Research and Head of the Person-Centred Practice Research Centre, University of Ulster, Northern Ireland, UK. He is Professor II, Buskerud University College, Drammen, Norway; Adjunct Professor of Nursing, University of Technology, Sydney, Austalia; Adjunct Professor of Nursing, Faculty of Medicine, Nursing and Health Care, Monash University, Melbourne, Australia; Visiting Professor, School of Medicine and Dentistry, University of Aberdeen, UK.

Kim Manley is Co-Director, England Centre for Practice Development and Visiting Professor, Canterbury Christ Church University, UK; Associate Director, Practice Development, Transformational Research and Development, East Kent Hospitals NHS Foundation Trust, UK; Visiting Professor, University of Surrey, UK.

Angie Titchen is Visiting Professor, University of Ulster, Northern Ireland, UK; Adjunct Professor, Charles Sturt University, Australia; Principle Investigator, Knowledge Centre for Evidence-Based Practice, Fontys University of Applied Sciences, The Netherlands; Independent Practice Development and Research Consultant.mehr
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E-BookPDF2 - DRM Adobe / Adobe Ebook ReaderE-Book
EUR38,99
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Produkt

KlappentextIn its first edition, Practice Development in Nursing made an important contribution to understanding practice development and its core components. Now fully updated to take into account the many developments in the field, the second edition continues to fill an important gap in the market for an accessible, practical text on what remains a key issue for all members of the healthcare team globally.
Practice Development in Nursing and Healthcare explores the basis of practice development and its aims, implementation and impact on healthcare, to enable readers to be confident in their approaches to practice development. It is aimed at healthcare professionals in a variety of roles (for example clinical practice, education, research and quality improvement) and students, as well as those with a primary practice development role, in order to enable them to effectively and knowledgeably develop practice and the practice of others.

Key features:
New updated edition of a seminal text in the field, including significant new material
Relevance to the entire healthcare team
Accessible and practical in style, with case studies, scenarios and examples throughout
Edited by and with contributions from experts in the field
Fully updated to include the latest research
Supported by a strong evidence base



Brendan McCormack is Director of the Institute of Nursing Research and Head of the Person-Centred Practice Research Centre, University of Ulster, Northern Ireland, UK. He is Professor II, Buskerud University College, Drammen, Norway; Adjunct Professor of Nursing, University of Technology, Sydney, Austalia; Adjunct Professor of Nursing, Faculty of Medicine, Nursing and Health Care, Monash University, Melbourne, Australia; Visiting Professor, School of Medicine and Dentistry, University of Aberdeen, UK.

Kim Manley is Co-Director, England Centre for Practice Development and Visiting Professor, Canterbury Christ Church University, UK; Associate Director, Practice Development, Transformational Research and Development, East Kent Hospitals NHS Foundation Trust, UK; Visiting Professor, University of Surrey, UK.

Angie Titchen is Visiting Professor, University of Ulster, Northern Ireland, UK; Adjunct Professor, Charles Sturt University, Australia; Principle Investigator, Knowledge Centre for Evidence-Based Practice, Fontys University of Applied Sciences, The Netherlands; Independent Practice Development and Research Consultant.
Details
Weitere ISBN/GTIN9781118448809
ProduktartE-Book
EinbandartE-Book
FormatPDF
FormatFormat mit automatischem Seitenumbruch (reflowable)
Erscheinungsjahr2013
Erscheinungsdatum03.01.2013
Auflage2. Auflage
Seiten320 Seiten
SpracheEnglisch
Dateigrösse19704 Kbytes
Artikel-Nr.2759382
Rubriken
Genre9201

Inhalt/Kritik

Inhaltsverzeichnis
1;Practice Development in Nursing and Healthcare;3
2;Contents;7
3;Contributors;9
4;Preface;12
5;Acknowledgements;15
6;1 Introduction;17
6.1;WHY DEVELOP PRACTICE;17
6.2;PRACTICE DEVELOPMENT - ITS ORIGINS;19
6.3;PRACTICE DEVELOPMENT NOW;21
6.4;WHAT THIS BOOK HAS TO OFFER;23
6.4.1;Practice development conceptual framework;24
6.4.2;Person-centred practice theoretical framework;25
6.4.3;A framework for holding on to the whole practice development journey;27
6.5;REFERENCES;31
7;2 Learning to Be a Practice Developer;34
7.1;INTRODUCTION;34
7.2;WHAT IS PRACTICE DEVELOPMENT? OUR UNDERSTANDING;35
7.3;WHAT IS A PRACTICE DEVELOPER?;36
7.4;UNDERSTANDING HOW WE ARE LEARNING TO BE PRACTICE DEVELOPERS: CREATING NARRATIVES;38
7.5;NARRATIVE 1: JO;39
7.5.1;The picture - a journey;39
7.5.2;The picture - light at the end of the tunnel;41
7.5.3;The picture - mother and baby - nurturing others;41
7.5.4;Conclusion;42
7.6;NARRATIVE 2: KATE;42
7.6.1;Learning from and with others;43
7.6.2;Engaging with theory;44
7.6.3;Walking, standing, running - my praxis path;45
7.7;NARRATIVE 3: JONATHAN;45
7.8;LEARNING TO BE A PRACTICE DEVELOPER: MAKING SENSE;49
7.9;ATTRIBUTES;49
7.10;BECOMING AWARE;49
7.11;ENABLED BY OTHERS;50
7.12;ENGAGING IN CRITICAL REFLECTION AND FEEDBACK;51
7.13;DEVELOPING AND USING KNOWLEDGE TO INFORM PRACTICE;53
7.14;MOVING ALONG THE PATH: CHECKING OUR PROGRESS AND PLANNING THE ONGOING JOURNEY;55
7.15;CONCLUSION;57
7.16;REFERENCES;58
8;3 What Is Practice Development and What Are the Starting Points?;61
8.1;INTRODUCTION;61
8.2;DEVELOPING PRACTICE OR PRACTICE DEVELOPMENT?;62
8.3;PRACTICE DEVELOPMENT FROM CONCEPT ANALYSIS TO DEFINITION AS A COMPLEX INTERVENTION;63
8.4;EMBELLISHING THE CONCEPT OF PRACTICE DEVELOPMENT WITH EXPLICIT METHODS, WAYS OF WORKING AND CREATIVITY;66
8.5;CURRENT CHALLENGES FOR PRACTICE DEVELOPMENT;69
8.6;PRACTICE DEVELOPMENT AS A COMPLEX INTERVENTION;70
8.7;WHEN TO USE PRACTICE DEVELOPMENT AND HOW TO GET STARTED;72
8.8;THE KEY ELEMENTS OF THE PRACTICE DEVELOPMENT JOURNEY;73
8.8.1;Element 1: knowing and demonstrating values and beliefs about person-centred care;74
8.8.2;Element 2: developing a shared vision for person-centred care;75
8.8.3;Element 3: getting started together - measuring and evaluating at each stage;76
8.8.4;Element 4: creating a practice development plan;77
8.8.5;Element 5: ongoing and integrated action, evaluation, learning and planning;77
8.8.6;Element 6: learning in the workplace;78
8.8.7;Element 7: sharing and celebrating;78
8.9;CONCLUSION;79
8.10;REFERENCES;80
9;4 Approaches to Practice Development;82
9.1;INTRODUCTION AND OVERVIEW OF CHAPTER;82
9.2;WHY CONSIDER HOW PRACTICE DEVELOPMENT IS APPROACHED;82
9.3;PRACTICE DEVELOPMENT: UNRAVELLING ITS THEORETICAL DEVELOPMENT;83
9.3.1;Influence of and relationship with critical social theory;84
9.3.2;Articulating a methodology;84
9.3.3;Using multiple methods in practice development through collaborative, inclusive approaches;87
9.3.4;Expanding on the influences of critical social science and the evolution and relevance of critical creativity;88
9.4;PRACTICE DEVELOPMENT AND SERVICE IMPROVEMENT: AN EXPLORATION OF CONTEMPORARY ACTIVITY TO IMPROVE PRACTICE AND INCREASE COMMITMENT TO PERSON CENTRE CARE;89
9.4.1;Taking part in practice development: the experience of health care practitioners;90
9.4.2;Unearthing the differing approaches to improving practice, the impact on and relevance for practice;91
9.4.3;Service improvement and practice development: a critique;92
9.4.4;Service improvement and practice development: in summary;98
9.4.5;Implications for practice;98
9.4.6;Transformational practice development;99
9.5;CONCLUSION;100
9.6;REFLECTIVE QUESTIONS;101
9.7;REFERENCES;101
10;5 A Case Study of Practice Development The Practice Development Journey ;104
10.1;INTRODUCTION;104
10.2;AIMS AND OBJECTIVES;105
10.2.1;Objectives;105
10.3;METHODOLOGY;105
10.3.1;Structure and processes;105
10.3.2;Programme activities;106
10.3.3;Programme evaluation;108
10.3.4;Ethical approval;108
10.4;OUTCOMES;109
10.4.1;Learning and development outcomes arising from the facilitation activities;109
10.4.2;Care environment outcomes;110
10.4.3;Perceptions of caring outcomes;113
10.4.4;Resident outcomes;115
10.5;SUMMARY;122
10.6;REFERENCES;123
11;6 Getting Going with Facilitation Skills in Practice Development;125
11.1;INTRODUCTION;125
11.2;MAKING A PATH BY WALKING IT;127
11.3;REFERENCES;145
12;7 How You Might Use PARIHS to Deliver Safe and Effective Care;146
12.1;INTRODUCTION;146
12.2;THE CHALLENGE AND COMPLEXITIES OF ACHIEVING SAFE AND EFFECTIVE CARE;147
12.3;PROMOTING ACTION ON RESEARCH IMPLEMENTATION IN HEALTH SERVICE (PARIHS) FRAMEWORK;148
12.3.1;Successful implementation - SI = f(E,C,F);149
12.3.2;Evidence;150
12.3.3;Context;153
12.3.4;Facilitation;154
12.4;USING PARIHS TO GUIDE PRACTICE DEVELOPMENT PROCESSES, ACTION AND EVALUATION;154
12.4.1;Planning;155
12.4.2;Tools;155
12.4.3;Action;157
12.5;Evaluation and research;157
12.6;SUMMARY AND CONCLUSIONS;159
12.7;REFERENCES;160
13;8 Working Towards a Culture of Effectiveness in the Workplace;162
13.1;INTRODUCTION;162
13.2;CULTURE AND THE WORKPLACE;163
13.3;OUTCOMES OF EFFECTIVE WORKPLACE CULTURES IN HEALTH CARE;164
13.4;CHARACTERISTICS OF EFFECTIVE CULTURES;165
13.4.1;The Attributes;165
13.5;ASSESSING THE WORKPLACE CULTURE;169
13.5.1;Approaches for identifying workplace cultures;169
13.6;ENABLING EFFECTIVE CULTURES;172
13.6.1;Individual enablers;172
13.6.2;Organisational enablers;172
13.7;THE ROLE OF RELATIONSHIPS IN DEVELOPING EFFECTIVE WORKPLACE CULTURES;173
13.8;THE ROLE OF LEADERSHIP IN DEVELOPING AN EFFECTIVE WORKPLACE CULTURE;175
13.8.1;Leadership and culture change in practice;175
13.9;THE ROLE OF FACILITATION IN DEVELOPING EFFECTIVE WORKPLACE CULTURES;176
13.9.1;How would you recognise that facilitation has impacted positively on your workplace culture?;181
13.10;CONCLUSION;182
13.11;REFERENCES;183
14;9 Evaluation Approaches for Practice Development: Contemporary Perspectives;185
14.1;INTRODUCTION;185
14.2;BACKGROUND;186
14.3;EVALUATION AND PRACTICE DEVELOPMENT;187
14.4;EVALUATION APPROACHES;190
14.4.1;Participatory action research;190
14.4.2;Fourth generation evaluation;192
14.4.3;Realistic evaluation;193
14.4.4;The CIPP Model (Stufflebeam et al., 2000);196
14.5;PRAXIS evaluation;198
14.6;PRACTICAL ISSUES;201
14.7;CONCLUSION;203
14.8;REFERENCES;203
14.9;FURTHER READING;205
15;10 Outcome Evaluation in the Development of Person-Centred Practice;206
15.1;INTRODUCTION;206
15.2;PERSON-CENTREDNESS AND PERSON-CENTRED PRACTICE: BEING CLEAR ABOUT THE DEVELOPMENT FOCUS;207
15.2.1;Caring processes;209
15.2.2;Nurturing relationships;210
15.2.3;Social belonging;210
15.2.4;Meaningful spaces and places;211
15.3;OUTCOME EVALUATION IN PERSON-CENTRED PRACTICE: THE STATE OF THE ART;212
15.3.1;A framework for outcome evaluation: paying attention to processes and outcomes;216
15.4;PUTTING IT ALL TOGETHER: DEMONSTRATING THE ACHIEVEMENT OF THE ULTIMATE PURPOSE;222
15.5;CONCLUSIONS;224
15.6;REFERENCES;224
16;11 Practice Development as Radical Gardening: Enabling Creativity and Innovation;228
16.1;INTRODUCTION;228
16.2;CRITICAL CREATIVITY AND THE PRACTICE DEVELOPMENT JOURNEY;231
16.2.1;Radical gardeners: vignettes of critical creativity;234
16.3;INNOVATION;240
16.4;PRINCIPLES FOR CREATIVITY AND INNOVATION IN PRACTICE DEVELOPMENT;244
16.5;HERE-NOW AND BEYOND;245
16.6;RESOURCES;246
16.6.1;Creativity;246
16.6.2;Innovation;246
16.7;GLOSSARY;246
16.8;REFERENCES;247
17;12 Building Capacity for Transformation through Practice Development: Two Case Studies in NHS Trusts, England;249
17.1;INTRODUCTION;249
17.2;BACKGROUND: THE NATIONAL CONTEXT;249
17.3;PART 1: CAMBRIDGE: FROM CONCEPTION TO DELIVERY AND 7 YEARS ON (JILL);250
17.3.1;Sustainability;252
17.3.2;Summary;254
17.4;PART 2: THE EAST SUSSEX HEALTHCARE NHS TRUST AND CANTERBURY CHRISTCHURCH EXPERIENCE;254
17.4.1;The organisational context: strategic leadership;255
17.4.2;Influencing at different levels and boundaries;255
17.4.3;Multiple starting points;256
17.4.4;Dynamic critical questioning and strategic incrementalisation;257
17.4.5;Voicing positive future and new certainties;259
17.4.6;Diagnostics and evaluation;260
17.4.7;Direction: building and maintaining direction, connections and momentum;260
17.5;PARTNERSHIP WITH CANTERBURY CHRISTCHURCH UNIVERSITY;262
17.6;PART 3: A CRITIQUE;263
17.7;SUMMARY;265
17.8;REFERENCES;265
18;13 The Use of Action Hypotheses to Demonstrate Practice Development Strategies in Action;268
18.1;INTRODUCTION AND OVERVIEW;268
18.2;OUR JOURNEY AND THE CIP PRINCIPLES;269
18.2.1;Three different contexts, three different purposes!;269
18.2.2;Using the CIP principles;271
18.3;ACTION HYPOTHESIS - A FRAMEWORK FOR THEORISING FROM PRACTICE;274
18.4;STARTING POINTS AND GOALS;276
18.4.1;Triggers 1 and 2: lack of a common shared purpose and an unreceptive/underdeveloped workplace culture;277
18.4.2;Trigger 3: issues with using evidence in practice;278
18.5;THE STRATEGIES USED TO ADDRESS TRIGGERS;280
18.5.1;How the strategies achieve their outcomes through increasing self-awareness and reflective ability;280
18.5.2;Strategies involving the use of tools, frameworks and evidence;284
18.6;OUTCOMES, CONSEQUENCES AND IMPACT;284
18.7;REFLECTIONS ON USING ACTION HYPOTHESES;287
18.8;ACKNOWLEDGEMENT;289
18.9;REFERENCES;290
19;14 The Contextual Web of Practice Development;291
19.1;FROM TECHNICAL CHANGE TO PERSON-CENTRED CULTURES;292
19.2;HUMAN FLOURISHING FOR ALL - THE ULTIMATE PURPOSE OF PRACTICE DEVELOPMENT;294
19.3;AS PRACTICE DEVELOPERS, HOW DO WE HELP PERSONS TO FLOURISH?;297
19.3.1;Spiralling through turbulence: authentic facilitation that is consistent with the shared values and beliefs of co-participants and that results in human flourishing;297
19.3.2;Circles of connection: co-construction of a shared reality and spiralling awareness and understanding that has no beginning and no end;299
19.3.3;Creative effectiveness: through blending, improvisation, synchronicity, attunement and balance;300
19.3.4;Movement in stillness: the stillness of reflection, contemplation and emptying the mind creates a movement that enables future meaningful, ethical action and understanding to occur;301
19.3.5;Embodied knowing: connection with the environment through an internalisation of its culture(s) or the culture is enacted and seen through a person s body/being in the world;303
19.3.6;Energising forces: transformation occurs through moments of crisis that trigger a need for change. Creative expression at moments of crisis generates energy from a new ability to express feelings, experiences, spirituality, ethical concerns, embodied and;304
19.3.7;Openness to all ways of being: practitioner researchers need to be open to and appreciative of different world views;306
19.3.8;Flowing with turbulence: working with turbulence requires the use of emotional and spiritual intelligences;307
19.4;FUTURE AGENDA;308
19.5;REFERENCES;309
20;Index;311mehr

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