Working on the project of restructuring the knowledge of nursing staff about medication non-adherence among patients with a mental health condition has taught me a great deal about the intricacies of bringing meaningful change into a healthcare system. According to García-Pérez et al. (2020), both study and reflection are essential since the first one without the second is useless and the vice versa is dangerous. This maxim captures the core of my journey through the complexities of turning plans into action and measuring the impact. Through this blog, I will discuss the lessons learned in implementing the educational program for nurses’ staff regarding medical compliance, the approaches I took to monitor our effort, and the key factors that play a critical role in sustaining the effort.
Lessons Learned
Imposing a nursing staff education program for medication non-adherence among psychiatric patients has been a learning process for me about communication being vital, collaboration, adaptability, and flexibility. Effective communication in interprofessional relationships where nurses, patients, health care providers, and administrators work together has ensured everyone understands the purpose. Agility and adaptability have played a vital role in managing challenges, such as personnel turnover, shortage of resources, and change rejection (García-Pérez et al., 2020). Working on the principles of resilience and adaptation, we redesigned our strategies, found creative solutions, and moved toward our goals. Furthermore, discerning the assessment as an ongoing method has stressed the usefulness of constant data collection, feedback from the stakeholders, and assessing the effectiveness of the interventions. Closely monitoring the implementation process helps nurses to identify areas of success. These areas need improvements, and adjustments must be made to ensure continuous improvement and that the program stays in the long run (Deng et al., 2022).
Evaluation of Implementation
For evaluating our nursing education program, I will use a multi-dimensional approach. First, I will investigate quantitative data, including medication adherence rates, patient outcomes, and staff compliance with educational protocols. This assessment lets nurses know how the treatment impacts the patient objectively (Deng et al., 2022). Furthermore, in addition to the data analysis, I am gathering qualitative feedback from nurses, patients, and others through surveys, interviews, and focus groups. It thus enables me to undertake an in-depth interview and analyze program participants’ experiences, perceptions, and ideas for change, which contributes to improving and understanding the program’s efficiency. Besides, organizing a detailed implementation evaluation helps determine the degree of adherence to the planned program, identify any deviations from implemented protocols, and understand the factors affecting the achievement of the goals (Jayasree et al., 2024). I can make pragmatic decisions to improve and maintain the program’s impact through this rigorous evaluative approach.
Factors to Sustain Change
Maintaining the practice change is based on a few crucial elements, like leaders’ commitment and participation. As the leader, I am convinced that the performance of these responsibilities is crucial. I will see that I keep on advocating for the initiative, allocating resources, and facilitating staff training and support is continuous. By assuming proper medication adherence leads to positive result patient results, leaders can motivate members to work more seriously in this field (Jayasree et al., 2024). The nursing staff education program needs to be integrated into the organizational culture so that its goals can be achieved in the long term. This is done by incorporating the practice change throughout our policies, procedures, and routine practices with a circular rollout/feedback process while cultivating a culture of innovation, continuous learning, and process improvement. The campaign operation requires staff members to be empowered to take charge and be owners of the initiative, which is also essential (Deng et al., 2022). Through their participation in the decision-making, inquiring about their suggestions for improvement, and recognizing their contribution, we cultivate a society of empowerment and a sense of ownership that leads to sustained adoption of the practice change.
Conclusion
The path toward institutionalizing the medical nursing staff education program regarding medication non-adherence witnessed some educative moments during the course. We have overcome problems and accomplished exceptional results due to effective communication, flexibility, and constant feedback. This transformation must be sustained by the leader’s commitment, organizational culture integration, and staff involvement. Through the integration process, we make the program a guarantor of its long-term success and improve its impact on patient care and outcomes. We remain focused on continuous learning, innovation, and collaboration to bring about positive healthcare delivery changes.
References
Deng, M., Zhai, S., Ouyang, X., Liu, Z., & Ross, B. (2022). Factors influencing medication
Adherence among patients with severe mental disorders from the perspective of mental
health professionals. BMC psychiatry, 22(1), 22. https://doi.org/10.1186/s12888-021-03681-6
García-Pérez, L., Linertová, R., Serrano-Pérez, P., Trujillo-Martín, M., Rodríguez-Rodríguez, L.,
Valcárcel-Nazco, C., & del Pino-Sedeño, T. (2020). Interventions to improve medication adherence in mental health: the update of a systematic review of cost-
Effectiveness. International Journal of Psychiatry in Clinical Practice, 24(4), 416-427.
https://doi.org/10.1080/13651501.2020.1782434
Jayasree, A., Shanmuganathan, P., Ramamurthy, P., & Alwar, M. C. (2024). Types of Medication Non-adherence & Approaches to Enhance Medication Adherence in Mental Health Disorders: A Narrative Review. Indian Journal of Psychological Medicine, 02537176241233745. https://doi.org/10.1177/02537176241233745
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