Action planning: making change happen in clinical practice
Art & Science Previous     Next

Action planning: making change happen in clinical practice

Helen O’Neal Practice development sister, Addenbrooke’s Hospital, Cambridge University Hospitals NHS Foundation Trust, Cambridge
John Farman , Intensive Care Unit, Addenbrooke’s Hospital, Cambridge University Hospitals NHS Foundation Trust, Cambridge
Kim Manley Head of practice development, RCN Institute, London

This article describes how the authors helped practitioners to develop their action planning skills in conjunction with a practice development strategy in an acute hospital, using an approach called concept analysis, embellished by a systematic literature review. As a result of this, two tools were developed to help practitioners become more effective in action planning. This article describes the process and the tools that resulted, and illustrates the impact and benefits of using these tools in practice. It concludes that action planning, when undertaken rigorously and effectively, is a key skill for changing the workplace culture from one where the action plan belongs to one person to one where everyone takes responsibility for action.

Correspondence kim.manley@rcn.org.uk

Nursing Standard. 21, 35,35-39. doi: 10.7748/ns2007.05.21.35.35.c4553

Published in print: 09 May 2007

Peer review

This article has been subject to double blind peer review