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Understanding the health care system at the local level is important when planning an EBP implementation because the health care systems may differ depending on the location. One must take into account the demographics, such as region, population, access to resources, etc. One must also take into account the socioeconomic status of the population being treated. For example, some places may have more access to resources to other places, such as urban areas compared to rural areas. In regards to population one must take into account the age groups, their ethnicity, culture and spiritual beliefs, and values. All of those factors play a significant role in determining if the EBP implementation is effective or not.


Health care systems in various countries have different accountabilities. One cannot just bring change by implementing any Evidence-Based Research Project directly without having understood the implications of the health care system. It is imperative to carry thorough studies to gain knowledge about the extent to which health care systems have developed and what level of changes and advancements that are needed in this regard. For proper implementation of evidence-based practice, it is essential to examine care related to individuals and how the local staff is performing from monetary and technological resources provided to the organization (Stokke, 2017). The flow of information at the hospital also has to be analyzed depending upon which are a more considerable part of the practical implementation. The medical caretakers have the heavy responsibility of implementing and devising strategies to eliminate healthcare-associated risks, answer the clinical inquiries and work on them if they are needed for the betterment of the healthcare system. One should focus on giving knowledge on the importance of EBP to the whole staff and make them aware of evidence-based practices. All individuals including medical attendants should be taught to take an essential role in the implementation.


The two most essential change theories, in my opinion, are Lewin’s model and Social Learning theory. Lewin’s model has remained very useful in explaining the role of power in advancement or no advancement and implication of change. Change can only take place if the joined quality of one constraint becomes noteworthy than the consolidated quality of the restricting arrangement of powers. The social cognitive theory which was initially known as social learning theory considers that the change in behavior has been primarily impacted by individual variables and some properties of behavior. In comparison to both models, Lewin is more valid and reasonable. It disregards all components related to individuals that affect change. In contrast to this, the social cognitive theory is more influenced by what flows are drawn naturally and focuses on individual components. Lewin model is also more preferred because it takes into consideration, the outer and inner ecological conditions (Moses, 2015).


The two most commonly recognized change theories are Lewin’s and  Lippitt’s change models. The two are both very similar to one another in that they both look to evaluate when change in needed, initiated, and ultimately evaluated. The differences with each  are  how the creator ultimately expands further with these three stages.  

Lewin’s Model consists of three stages: unfreezing, moving, and refreezing. The unfreezing stage ultimately looks at status quo, and increase driving forces for change; moving stage is the action stage in which the changes are implemented and involve people; and the final stage refreezing establishes the change as the new way of doing things with the reward of desired outcomes (Mitchell, 2013). Though Lewin’s model is simple and straight forward, as we all know now, change does not just happen as simple,  st raight  to the point stages. This is where Lippitt’s change model may work better not only for changes but changes to be done within the nursing field.  

Lippitt’s model directly reflects change in a way  nurses  already know how. This is true because the language used to establish the model mimics that of the nursing process (Mitchell, 2013). Lippitt’s model is broken down into 7 phases, as follows: diagnose the problem (phase 1), a ssess motivation and capacity for  change ( phase 2), assess change agent’s motivation and resources (phase 3), select progressive change objective (phase 4), choose appropriate role of the change agent (phase 5), maintain change (phase 6), and terminate the helping relationship (phase 7) (Mitchell, 2013). Use of Lippitt’s model though it may not be as direct can help create a  clearer  and outlined  way of implementing change within the health care system. This is primarily why I would more likely use Lippitt’s model because  it  acknowledges more specific areas where change can either be a halted because oversight.  

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