This document discusses evidence-based practice (EBP) models and organizations. It provides an overview of several commonly used EBP models, including the Stevens Star Model of Knowledge Transformation, Johns Hopkins Nursing Evidence-Based Practice Model, Stetler Model, Iowa Model, and Advancing Research and Clinical Practice through Close Collaboration (ARCC) model. It notes that EBP models assist in implementing research findings into practice and providing a framework to guide practice. The document also discusses characteristics of organizations that support cultures of innovation and characteristics of successful EBP implementation, including assessing readiness, identifying barriers/strengths, and evaluating outcomes of practice changes.

1. EVIDENCE-BASED PRACTICE (EBP) MODELS AND
ORGANIZATIONS
NSG 5111
Evidence and Practice
Nova Southeastern University
Ron and Kathy Assaf College of Nursing
EBP MODELSPurpose
Assists in implementing research findings into nursing
practiceBreaks down complex challenges of translating research
into nursing practicePromotes return on investment of time and
resourcesProvides a belief system to guide practice
EVIDENTIARY DYNAMICSEBP is dynamic and not
linearFluid, mobile and portableContinuous and unending
movementsInteracting elements that constantly changeProvide a
basis for good practice, creativity and innovation
Characteristics:
ORGANIZATIONS AND CULTURES OF CARINGCulture of
innovationInnovation not driven from the top downNarrow
locus of controlOpen to ideas, questioning, and diving deeper
into issuesOperating in a constantly changing
environmentAssociational thinking and planning to seek out

2. uncommon and unrelated partners, issues, and processes that
result in new knowledge and different perspectives
MODELS TO CHANGE PRACTICEIdentify a problemIdentify
stakeholdersIdentify a practice changeIdentify potential
barriersProvide strategies to disseminate the changeEvaluate the
practice changeIdentify strategies to sustain a change
Commonalities of Models:
STEVENS STAR MODEL OF KNOWLEDGE
TRANSFORMATION
Five steps:Discover new knowledgeSummarize the evidence
after a rigorous reviewTranslate evidence for nursing
practiceIntegrate changes into practiceEvaluate practice and its
contribution to quality improvement
JOHNS HOPKINS NURSING EVIDENCE-BASED PRACTICE
MODEL3 major steps: Practice evidence
translation
Identify practice question using a team approach
Collect the evidence
Translate evidence into practice

3. STETLER MODELPractitioner model Critical thinking
focusUtilization of research findings
Five phases:PreparationValidationComparative/evaluative
decision makingRefinementEvaluation
IOWA MODELRepresented as an algorithm Defined decision
points and feedback loopsIncorporates input from entire
organizationNursing is involved in each stepAdvocates a pilot
step before full implementation of practice change
ADVANCING RESEARCH AND CLINICAL PRACTICE
THROUGH CLOSE COLLABORATION (ARCC)
Five steps:
Assessment of organizational culture and readiness for
implementation
Identification of barriers and strengths of the EBP organization
process
Identification of EBP mentors
Implementation of evidence in to organizational practice
Evaluation of outcomes from practice change
ITEMS TO CONSIDER WHEN CHOOSING A MODEL FOR
YOUR ORGANIZATIONFit with quality improvement
programsEase of implementation by educatorsLikelihood of
successCost and time expendituresPatient populationInter- and
Intra- disciplinary focusPracticality and
sustainabilityEngagement of stakeholders

4. REFERENCES
Melnyk, B.M., & Fineout-Overholt, E. (2019). Evidence-based
practice in nursing and healthcare: A guide to best practice (4th
ed.). Philadelphia: WoltersKluwer/Lippincott Williams &
Wilkins.
Week 5 Initial Discussion Post
The Unique Role of Evidence-based Leadership (EBL)
Healthcare organizations are challenged with ensuring that
consistent use of evidence-based practices (EBP) is
implemented in the clinical setting. Therefore, these challenges
will require nurse leaders to promote a culture of inquiry
amongst the nursing team. To further complicate the challenge
of using the best evidence for providing quality patient care,
Gallagher et al. (2019) note that it takes 8-30 years to get
evidence into practice resulting in patients not receiving the
best possible care. To mitigate these challenges, leaders must
act as change agents and provide the resources needed to
promote and support EBP implementation (Valimaki et al.,
2021). Additionally, healthcare leaders need to better
understand and lead the charge by ensuring the minimization of
barriers and allocation of resources so that caregivers feel
supported with bringing EBP to the patients served (Gallagher
et al., 2019). Furthermore, leaders acting as visionaries are
crucial to front-line staff members' success, sustainability, and
engagement in EBP initiatives. A few items to aid in the
success of EBP are ensuring staff education, revised job
descriptions, changes in clinical ladder requirements, and
having EBP mentors within the organization (Gallagher et al.)
Leadership Qualities
Evidence-based practice (EBP) improves safety,
quality, and patient care outcomes. It is defined as “a lifelong
problem-solving approach to the delivery of healthcare that

5. integrates the best evidence from well-designed studies”
(Caramanica et al., 2022, p. 27). Leaders must be influential in
supporting and guiding their team through focused problem-
solving to incorporate the best evidence into the patient care
setting. Leaders must also possess the knowledge and skill-set
needed to act as a mentor in the push for driving EBP in the
work environment. The two levels of evidence-based leadership
commitment are self-actualization of EBP and being the
visionary for ensuring EBP is engrained into practice. The
second evidence-based leadership commitment is to facilitate a
culture of EBP as the basis for clinical decision-making.
According to Gallagher et al. (2019), a leadership style that is
important to mention is transformational leaders that form a
partnership with and gain the trust of frontline caregivers to
gain the ability to effect change and EBP inclusion into the
culture. Caramanica et al. (2022) note that leadership support
and engagement are integral to successfully sustaining EBP to
guide practice and improve patient outcomes.
References
Caramanica, L., Gallagher-Ford, L., Idelman, L., Mindrila, D.,
Richter, S., & Thomas, B. K. (2022). Establishment of nurse
manager leadership competencies to support clinicians in
evidence-based practice. The Journal of Nursing
Administration, 52(1), 27-
34. https://doi.org/10.1097/NNA.0000000000001099 (Links to
an external site.)
Gallagher-Ford, L., Buck, J. S., & Melnyk, B. M. (2019).
Leadership strategies for creating and sustaining evidence-based
practice organizations. In B. M. Melnyk & E. Fineout-Overholt
(Eds), Evidence-Based Practice in Nursing and Healthcare: A
Guide to Best Practice(4th ed., pp. 328-347). Wolters Kluwer.
Valimaki, M. A., Lantta, T., Hipp, K., Varpula, J., Liu, G.,
Tang, Y., Chen, W., Hu, S., & Li, X. (2021). Measured and
perceived impacts of evidence-based leadership in nursing: A
mixed-methods systematic review protocol. BMJ Open, 11(10),
e055356. https://doi.org/10.1136/bmjopen-2021-055356