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Related Experiment Videos

Power, professions and evidence-based guidelines: lessons from an organizational case study

D Mitchell1

  • 1University of Nottingham, UK.

Journal of Nursing Management
|December 18, 1998
PubMed
Summary

Implementing evidence-based practice (EBP) in healthcare requires organizational support. A case study revealed that managerial changes impacted power dynamics, highlighting the need for professional involvement in establishing a research-based culture.

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Area of Science:

  • Healthcare Management
  • Organizational Behavior
  • Evidence-Based Practice

Background:

  • Limited organizational discussion on professional boundaries and tensions hinders evidence-based practice (EBP) culture.
  • The drive for EBP is intrinsically linked to professional roles and interprofessional dynamics.

Purpose of the Study:

  • To examine the influence of organizational management on evidence-based practice (EBP) within an independent mental health service provider.
  • To analyze the relationship between managerial reforms, power structures, and the adoption of EBP.

Main Methods:

  • A qualitative case study approach was employed.
  • The study focused on the management and organizational processes of an independent sector mental health service.
  • Findings were derived from a reflection on a recent case study.

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Main Results:

  • Managerial hegemony shifted organizational power dynamics.
  • Increased managerial surveillance and evolving political relationships were observed.
  • A decline in traditional medical dominance was evident.

Conclusions:

  • Organizations should depersonalize the establishment of a research-based culture.
  • Robust structures are essential to support evidence-based practice (EBP).
  • Involving healthcare professional groups in identifying and recommending EBP initiatives is crucial.