Introducing change in nursing: the case of research

This paper examines the issue of encouraging change in nursing and focuses on how to move from task-orientated to science-based practice. Therefore, it considers the current theory on the process of change and using two clinical vignettes (one from psychiatric and one from general nursing practice) illustrates how science based practice was introduced. From these vignettes it draws four conclusion: (1) small-scale cultural change is possible even within large bureaucracies; (2) the nature and identity of change agents is not always immediately obvious; (3) there is arguably no one singular best way of bringing about change and; (4) change activists need to have an understanding of several models of change. It then makes managerial, educational and structural recommendations based on these conclusions.