After reading Our Iceberg is Melting, consider Kotter’s “Eight-Step Process of Successful Change” in relation to Evidenced Based Practice . Think about a relevant evidence-based practice change occurring on your unit  currently or in the past. (Don’t have a good example? It’s ok to come up with a hypothetical one based on experiences on your unit for this assignment.) I currently work on a inpatient psychiatric unit Identify one of the eight steps that was done well in your scenario.

Introduction
Evidenced-Based Practice (EBP) is an essential aspect of modern healthcare, promoting the integration of scientific evidence, clinical expertise, and patient values to improve patient outcomes. Implementing change in healthcare settings, particularly in regard to EBP, can be challenging. In this assignment, we will analyze a hypothetical scenario occurring on an inpatient psychiatric unit and examine one of the eight steps in John Kotter’s “Eight-Step Process of Successful Change” that was executed effectively in this situation.

Hypothetical Scenario
Imagine a situation where the inpatient psychiatric unit faced the challenge of reducing seclusion and restraint practices for patients with aggressive behaviors. This hypothetical scenario can be utilized to discuss the step executed successfully in implementing change related to EBP.

Analysis
Step 1: Create a Sense of Urgency
This step involves establishing a compelling case for change and motivating individuals to act. In the given scenario, the first step was executed effectively. The nursing leadership along with the multidisciplinary team presented the evidence suggesting negative consequences of seclusion and restraint, such as increased patient trauma, reduced patient satisfaction, and prolonged hospital stay. Additionally, they highlighted the ethical and legal implications associated with these practices. By effectively communicating these urgent concerns, the team successfully created a sense of urgency among all stakeholders.

Step 2: Form a Powerful Coalition
The second step emphasizes the importance of forming a group of individuals with sufficient power and influence to drive the change process. In this scenario, the nursing leadership collaborated with key stakeholders, including psychiatric physicians, psychologists, social workers, and patient advocates, to form a powerful coalition. By bringing together individuals from various disciplines, each with their unique expertise, experiences, and perspectives, the coalition had the necessary influence and power to facilitate change.

Step 3: Create a Vision for Change
The third step involves developing a clear and compelling vision that outlines the desired future state. In the given scenario, the coalition formulated a vision that aimed to promote a therapeutic, compassionate, and recovery-oriented environment. The vision emphasized the reduction of seclusion and restraint practices and focused on promoting alternative interventions, such as de-escalation techniques, therapeutic communication, and environmental modifications. The vision was shared with all staff members, fostering a shared understanding and commitment to the desired change.

Step 4: Communicate the Vision
This step entails effectively communicating the change vision to all stakeholders, ensuring its understanding and acceptance. In the hypothetical scenario, the coalition organized town hall meetings, staff presentations, and educational sessions to communicate the vision to all employees on the inpatient psychiatric unit. The communication strategies used were designed to reach a diverse audience and provide multiple opportunities for clarification and feedback. By comprehensively communicating the vision, the coalition ensured that all individuals had a clear understanding of the change and its importance in improving patient care.

Step 5: Empower Action
Empowering action involves removing obstacles and encouraging individuals to take ownership of the change process. In the given scenario, the coalition provided staff members with training on alternative interventions for aggressive behaviors, including de-escalation techniques and crisis prevention strategies. The training sessions were interactive, allowing staff to practice and develop their skills. The coalition also established clear guidelines for documenting and reporting aggressive incidents, ensuring consistency and accountability. These actions empowered the staff to implement the change by giving them the necessary knowledge, skills, and support.

Conclusion
Implementing change related to EBP can be challenging on any healthcare unit. By examining Kotter’s “Eight-Step Process of Successful Change” in relation to a hypothetical scenario on an inpatient psychiatric unit, we identified Step 1, creating a sense of urgency, as the step executed well. The nursing leadership effectively communicated the urgent need to reduce seclusion and restraint practices, motivating stakeholders to act. This analysis demonstrates the importance of effective change management strategies in facilitating EBP implementation and improving patient outcomes.