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Business > CASE STUDY > Evidence_Based_Practice_Project_Proposal_Outline.docx EVIDENCE-BASED PRACTICE CHANGE PROJ (All)

Evidence_Based_Practice_Project_Proposal_Outline.docx EVIDENCE-BASED PRACTICE CHANGE PROJ

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Evidence_Based_Practice_Project_Proposal_Outline.docx EVIDENCE-BASED PRACTICE CHANGE PROJECT PROPOSAL OUTLINE EVIDENCE-BASED PRACTICE CHANGE PROJECT PROPOSAL OUTLINE Chamberlain University NR 505 Nursing Practice Concern/Problem Healthcare is an ever-evolving area in which patient improvement is at the core of safe practice. In almost all fields of practice within the United States, specialized practice nurses are located. Specifically, executive nursing leaders play an essential role in the preparation and delivery of patient care. Along with other interdisciplinary team members, executive leaders work to coordinate preoperative, intraoperative, and postoperative patient care. Miscommunication and incivility across disciplines can cause problems, which can lead to harmful results for patients. Uncivil conduct is more common among nurses than any other discipline in health care.(Evans, 2017). Incivility in nursing is a concern for the nursing profession, and interferes with creating a safety culture, putting patient safety at risk. ANA defines bullying as â€œrepeated, unwanted, harmful actions intended to humiliate, offend, and cause distress in the recipient.â€ (â€œViolence, Incivility, & Bullying | American Nurses Association,â€ 2018). When operating in the healthcare environment, communication is crucial. Factors such as uncivil actions disrupt the process of cooperation and break down the team's effectiveness. PICOT Question A structured question that allows for constant exploration of the problem is important in o. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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