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In your peer responses, offer suggestions and other thoughts for your colleagues to consider. 1, Responds to this post in half a page use different reference to response please Discuss your organization’s readiness for change relative to your evidence-based practice change project. How do you know the organization is ready? I will conduct my evidence-based change project in a faith-based organization. I believe that the organization is ready to execute the change project because the leaders of the church value health promotion and preventive health initiatives. The organization has identified many preventative health issues, such as diabetes, that members battle within the church and the local community. They welcome the change project because it’s an opportunity to create a positive change for those in the diabetes community. The organization has expressed that the proposed change project, which is focused on improving nutritional habits among diabetic African immigrants with poor dietary practices, is beneficial and reflects the churches’ goal of creating a healthy church environment and community. Their support and willingness to help in the project’s execution illustrate their readiness for the change project. Implementing a change project in a church can be complex and requires frequent assessment, clear communication, and feedback to ensure organizational readiness.. For example, after communicating the project to the organization, an opportunity should be provided for feedback (Hickey & Brosnan, 2017). Getting input from the organization lets them know that they are an essential part of the decision-making and the project’s success (Hickey & Bosnan, 2017). The feedback can be done in person, telephonically, via email, or through printed surveys. Having open communication and requesting feedback help determine the organization’s readiness for the change project and provide an opportunity to clear up any misunderstanding and answer questions concerning the project. After reading your text about team development, consider the inter-professional team (this means disciplines outside of nursing) at your agency that will be involved in implementing your evidence-based practice project. What challenges will each discipline involved face and how will the practice change impact ? An interdisciplinary team is a group of people working together to solve a complex problem that one disciple cannot address (Harris, 2020). The multidisciplinary team that will help implement the change project are a physician, diabetes educator, dietician/nutritionist, and community health worker. The goal is to have all the various disciplines work together cohesively, but the project manager should also prepare to address challenges between the interdisciplinary team if they arise. A challenge that may arise from the different team members is miscommunication, especially if they do not possess a basic understanding of each other’s knowledge, professional experience, and personal values. Each member must understand that each discipline has its own culture and philosophy toward diabetes management. Another challenge that team members may face is perception of superiority, such as those in the medical profession being superior to those not in the medical profession (Harris, 2020). For example, the community health worker, who is not a clinician, may be reluctant to share her diabetes management knowledge with the doctor because of their level of education. Another challenge the team might face is conflict in schedule, since all the members work full time at their primary jobs. To be able to get more participation, we might conduct the project on the weekends. All of these barriers can lead to project failure and wasted time. This can be resolved by including all points of view in making decisions. The project manager must encourage the team to be open-minded, willing to learn from other disciplines, and have a broad appreciation for different interdisciplinary members. References: Harris, J. L., Roussel, Dearman, C., & Thomas, P. L. (2020). Project planning and management: A guide for nurses and interprofessional teams (3rd ed.). Jones and Bartlett. Hickey, J. V., & Brosnan, C. A. (2017). Evaluation of healthcare quality for DNPs (2nd ed.). Springer Publishing Company. In your peer responses, offer suggestions and other thoughts for your colleagues to consider. 2, Responds to this post in half a page use different reference to response please My organization has expressed excitement and high motivation in initializing the change project at my practice site. The principal investigator and preceptor, both psychiatric mental health nurse practitioners (PMHNPs), plan to utilize tools to measure survivors’ interpersonal violence self-efficacy. The licensed clinical social worker (LCSW) has also bought into the project’s success. She anticipates sharing phenomenological narratives that will inspire hope and resilience for the survivors during therapy sessions. The medical assistant’s role (MA), although minor, is invaluable in the data collection process, in obtaining informed consent, and in maintaining the safety and protection of the human subject’s information. Teams are evaluated on interprofessional communications, effectiveness, or outcomes, influenced by sociological factors (Hickey & Brosnan, 2017). Tuckman’s team model speaks to four phases of team development (Hickey & Brosnan, 2017). The stages are forming, storming, norming, and performing (Hickey & Brosnan, 2017). Boundaries of the team are tested in the forming stage, and there is an establishment of dependency relationships with leaders or other team members (Hickey & Brosnan, 2017). The next step is storming, and it involves interpersonal conflict with emotional resistance regarding the members’ tasks (Hickey & Brosnan, 2017). Resistance is overcome in the norming stage as cohesiveness begins to form among the participants and new roles are adopted (Hickey & Brosnan, 2017). The performing phase is accomplished by the team working together to complete the task (Hickey & Brosnan, 2017). The initial strategy for the project was the PMHNP identifying the problem that is a reoccurring complaint with young women who were survivors of interpersonal violence (IPV). There was a need to address IPV complaints, and both PMHNPs believed that the problem was too significant to ignore, and we formed the initial team (Harris et al., 2020). We began to share our thoughts with our LCSW about addressing our concerns. The LCSW started to buy into the idea of integrating a protocol for IPV survivors to achieve self-efficacy in abuse to leave the relationship and not re-enter it. Medical assistants are a valuable asset to our practice, but they are not full-time employees. My preceptor has a relationship with local technical colleges to provide training and experience to students in the MA program, and this program lasts 4-6 weeks. During the completion of the MAs internship, the PMHNPs assume the role of the MA in data collection and obtaining informed consent. The idea is to include as many stakeholders as possible who desire to be change agents in enhancing the spirit of ownership for successful outcomes (Harris et al., 2020). The workflow of the PMHNPs will not be affected as we already utilize assessment tools such as the PHQ-9 for depression and the GAD for anxiety when we conduct our initial mental health evaluations. These tools are standard in our practice, and we obtain baseline measures initially and every four-six weeks for follow-up. I plan to propose that the General Self-Efficacy (GSE) scale be used as a standard measurement tool for the population of women aged 18-40 who report a history of IPV during the initial evaluation. I anticipate that the workflow of the LCSW may be affected as she works less than part-time, and she will have an influx of referrals. The LCSW must be valued for the unique skills that she brings to the team and works with her according to her availability (Hickey & Brosnan, 2017). The medical assistant’s schedule will be most challenging as they have a limited training period at the site, but the PMHNPs will cover their lapses. References Harris, J. L., Roussel, Dearman, C., & Thomas, P. L. (2020). Project planning and management: A guide for nurses and interprofessional teams (3rd ed.). Jones and Bartlett. Hickey, J. V., & Brosnan, C. A. (2017). Evaluation of healthcare quality for DNPs (2nd ed.). Springer Publishing Company.