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Using planned change to implement a pressure sore program.

K C Walsh1

  • 1William Beaumont Hospital, Royal Oak, MI 48072.

The Journal of Neuroscience Nursing : Journal of the American Association of Neuroscience Nurses
|August 1, 1989
PubMed
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Implementing a hospital-wide wound care program requires significant resource mobilization. A clinical nurse specialist utilized planned change theory to establish protocols and address pressure ulcers, highlighting interdisciplinary collaboration.

Area of Science:

  • Nursing
  • Healthcare Management
  • Clinical Practice

Background:

  • Pressure ulcers pose a significant challenge in healthcare settings.
  • Effective wound care programs are essential for patient outcomes and resource management.
  • Implementing comprehensive wound care requires strategic planning and resource allocation.

Purpose of the Study:

  • To describe the process of establishing a hospital-wide wound care program.
  • To identify facilitators and barriers in implementing a new wound care initiative.
  • To provide recommendations for healthcare practitioners undertaking similar programs.

Main Methods:

  • A clinical nurse specialist served as a change agent in a community hospital.
  • The theory of planned change provided a framework for the initiative.

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  • A wound care task force was formed, protocols were developed, and products were procured.

    • Main Results:

    • Successful formation of a wound care task force and development of essential protocols.
    • Procurement of necessary wound care products to address pressure ulcers.
    • Identification of driving and resisting forces, along with unanticipated events impacting the change process.

    Conclusions:

    • The implementation of a hospital-wide wound care program is feasible with dedicated leadership and strategic planning.
    • Interdisciplinary collaboration is crucial for the success of such initiatives.
    • The experience provides valuable insights for other institutions aiming to improve wound care.