Existentialism In Evidence-Based Practice :

1
Existentialism In Evidence-Based Practice How
consideration and inclusion of the
inter-professional NHS workforce can improve the
teaching implementation of evidence-based
practice. Nick Rowe - Institute of Health
Community Studies, Bournemouth University U.K.

• Conclusions Ideas For Further Consideration
• In order to improve the overall efficiency of
  healthcare, it is vital that there is an
  accepted, multi-level understanding of its goals
  and strategies. Whilst diversity is encouraged,
  so as to broaden available data and the analysis
  to which our systems are subjected, a unified
  approach to teaching EBP is required, in order to
  prevent conflicting practice. Grass-roots
  empowerment, by means of encouragement to seek
  rationale and explanation gives an ownership of
  undertaken tasks, regardless of the field of
  employment. Obversely, those in lead positions
  must encourage questioning and critique, so as to
  provide and re-affirm the evidence-base that
  supports not only their practice, but also their
  directives and management.
• This multi-level engagement, serves to provide
  stepping-stones of understanding and aid the
  professional development of all concerned. A
  subsequently improved service delivery has both
  operational and financial benefits, and these may
  reasonably be expected to be reflected in
  improved patient care.
• Points to ask, when promoting EBP10
• Are you and your organisation genuinely committed
  to the promotion and implementation of EBP ?
• Ensure your answer is fully considered
  evidence-based Research shows that EBP is
  generally held as a low management priority.
• How will you communicate your goal across the
  many levels of service delivery ?
• The same message must be understood by all
  members of the team. Language and level of
  delivery are crucial.
• Do you have the resources and systems to support
  personal and professional development for all
  those involved ?
• Finance, time-management and access to resources
  are cited as common organizational barriers to
  implementing EBP. Even waterfall training
  requires time to be allocated
• Existence precedes essence ? In communicating
  evidence-based practice, it is sought to
  implement research-based, factual information
  into the healthcare environment. Unless the
  nature of that environment is understood however,
  innovation and professional developments will
  remain primarily exclusive to their originating
  bodies.
• In translating the languages of research and
  evidence-based practice, we are in-fact
  increasing awareness and the potential for
  engagement by all staff groups, throughout the
  sector. This may then be developed as required
  until the desired level is achieved.

http//www.ic.nhs.uk/pubs/nhsstaff/leaflet/file
Medicine is a profession for social service, and
it developed organisation in response to social
need. 4 Charles H. Mayo U.S. Physician -
1931 If this need is to be met satisfactorily
then without care, the structures of organisation
and evidence evaluation may pose a barrier to the
implementation teaching of evidence-based
practice. Often, the science of research is
represented in a complex manner, that deters the
involvement of many fellow professionals. It
should not be assumed however, that this sector
are not capable of engaging in EBP, by means of
progressive learning. In the past, they have
been referred to as a lost-generation of
healthcare providers, yet given that any
organisations biggest asset is its workforce5, it
is detrimental to the well-being and productivity
of the group dynamic, to allow the situation to
continue. This then has obvious implications
for the efficacy and efficiency (financial and
operational) of service delivery. As such, it
is important to work with and engage those
resources readily available, at a level that can
be understood, and developed upon.
Jargon    noun . words or expressions used by
a particular group that are difficult for others
to understand.
Discussion Inter-professional /
multi-disciplinary working requires a clear
commitment to communication. Within healthcare,
the traditionally perceived hierarchy places onus
upon the senior management medical staff to
direct major issues. Research has shown
however, that EBP is often placed as a low
management priority, poorly disseminated and with
inadequate structures for personal and
professional development8. In addition,
research and recent media interest has shown that
non-medical professionals often do not feel
sufficiently empowered to change or question
practice9. The process of research continually
seeks to question, review and critically analyse
data and experiences. Conventional wisdom and
accepted practice are not exempt from this
process of examination nor is the science
itself. If there is genuine desire to adopt an
evidence-based approach to healthcare and
medicine, then there also exists a need to
develop new information and also to verify that
which is already in-place.
Methodology Design This poster presents the
findings and resulting conclusions of the author,
drawn from an investigation into the barriers
posed to evidence-based practice / healthcare,
and consideration of the inter-professional
workforce, within the UK National Health Service.
Topical academic consultation was sought, in
conjunction with healthcare providers. Manual
literature searches were performed, in
conjunction with wider searches of CINAHL and
Medline.
Evidence-Based Practice If we fail to
engage others, we remain separated from the
wider healthcare community . Invite people
on-board - (but preferably in a language they
understand).
V. Volny, Vermilion Sea Institute.
Thanks Acknowledgements Thanks go to Alan
Simmons of NHS Careers, for granting permission
for the use of his career framework demographics,
Oxford University Press , and to colleagues at
Bournemouth University, for their kind support
and advice in this work.
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