Tag: Nursing

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  • [Solved] Wendy Lewis

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    For this week you will present a voiceover Powerpoint presentation on omeprazole (prilosec). The purpose of the presentation is for you to educate your colleagues on the drug you have selected. The presentation must include information about the: – Drug pharmacology, pharmacokinetics – Brand name – …

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    For this week you will present a voiceover Powerpoint presentation on omeprazole (prilosec). The purpose of the presentation is for you to educate your colleagues on the drug you have selected. The presentation must include information about the:
    – Drug pharmacology, pharmacokinetics
    – Brand name
    – Generic name
    – Dosing
    – Indications for use
    – Side effects
    – Contraindications
    – Pregnancy class
    – You must also perform a cost analysis of the drug.
    – Provide a patient case study on a patient in which you would utilize the drug you have selected and include at least two peer-reviewed evidence-based studies related to the drug.
    – Describe the appropriate patient education.
    – What is your role as a Nurse Practitioner for prescribing this medication to this patient on your case study presentation?
    – Describe the monitoring and follow-up.

  • [Solved] Week # 6

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  • [Solved] Tif week 7

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    Tiff week 7 – ## NU730Week6StrategicPlanTemplate_11749598…docx – Week5AssignmentOperationalAnalysisReviewTemplate3.261.PDF **## NU730Week6StrategicPlanTemplate_11749598…docx** ## Strategic Plan: Hoshin-Kanri Model 1.1.1, 1.2, 1.2.1, 1.2.2 Launch three mobile clinics within high-need areas to i…

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    Tiff week 7

    – ## NU730Week6StrategicPlanTemplate_11749598…docx

    – Week5AssignmentOperationalAnalysisReviewTemplate3.261.PDF

    **## NU730Week6StrategicPlanTemplate_11749598…docx**

    ## Strategic Plan: Hoshin-Kanri Model 1.1.1, 1.2, 1.2.1, 1.2.2 Launch three mobile clinics within high-need areas to improve physical healthcare access. Enhance access to integrated primary and preventative care. Implement simplified intake processes to reduce registration barriers by 50% within the first year. Integrate behavioral health services at 100% of fixed clinic and shelter sites within 18 months. Vision: Establish a comprehensive, integrated healthcare service model for the under/uninsured homeless population, emphasizing patient-centered care, accessibility, and care coordination. Mission: Provide compassionate, equitable, and accessible healthcare services that promote well-being and dignity among unhoused individuals. · Improve health outcomes via holistic, coordinated services. Increase chronic disease follow-up appointment adherence by 40% using care navigators and EHR tracking. Establish hospital-to-clinic referral pathways to reduce non-urgent ER visits by 30% over two years. Reduce disparities and ER usage with sustainable models. Develop and implement a peer navigator support system to improve patient engagement and continuity of care.

    ## **Strategic Plan: Hoshin-Kanri 1.2.1, 1.2.2, 2.1, 2.1.1** **Enhance Access to Integrated Primary and Preventative Care** **Activity 1: Conduct community needs assessment and mapping of underserved location Resources: Public health analysts, GIS software, community data. Timeframe: Months 1–2** **Launch three mobile clinics within high-need areas to improve physical healthcare access.** **Activity 2: Acquire and outfit three mobile medical units with necessary equipment. Resources: Capital funding, vendors for medical supplies, maintenance contracts. Timeframe: Months 2–5** **Activity 3: Recruit and onboard multidisciplinary outreach care teams. Resources: HR support, salary funding, clinical training materials. Timeframe: Months 3–6** ****Strategic Plan: Hoshin-Kanri 1.2.1, 1.2.2, 2.1, 2.1.1**** ****Activity 1: Redesign intake forms to reduce documentation requirements. Resources: EHR specialists, policy consultants, legal review. Timeframe: Months 1–2**** ****Implement simplified intake processes to reduce registration barriers by 50% within the first year.**** ****Activity 2: Pilot digital and verbal intake options in mobile and fixed sites. Resources: Tablets/mobile devices, translation services, intake staff training. Timeframe: Months 3–4**** ****Activity 3: Provide cultural competency and trauma-informed training to admin staff. Resources: Professional development budget, trainers, feedback tools. Timeframe: Months 4–6**** ******Activity 1: Recruit and train peers with lived experience. Resources: Outreach networks, training stipends, curriculum. Timeframe: Months 2–4****** ****Develop a peer navigator program to support patient engagement and care continuity.**** ****Activity 2: Assign peer navigators to mobile and clinic sites. Resources: Coordination team, scheduling system. Timeframe: Months 4–6**** ****Activity 3: Evaluate impact on patient retention and outcomes. Resources: Surveys, outcome metrics, peer feedback tools. Timeframe: Starting Month 7, ongoing**** ****Activity 1: Partner with local hospitals and ER departments. Resources: MOUs, liaison staff, workflow agreements. Timeframe: Months 1–3**** ****Establish ER-to-primary-care referral pathways to reduce non-urgent ED visits by 30% in 2 years.**** ****Activity 2: Embed referral navigators in EDs. Resources: On-site staff, orientation protocols, space allocation. Timeframe: Months 3–6**** ****·**** ****Activity 3: Monitor ER diversions and primary care follow-ups. Resources: Data analysts, dashboards, reporting tools. Timeframe: Ongoing, starting Month 6**** ****Reduce Healthcare Disparities and Emergency Department Utilization**** ******Activity 1: Develop follow-up tracking protocols in HER. Resources: EHR developers, clinical advisors, templates. imeframe: Months 1–2****** ****Increase chronic disease follow-up adherence by 40% using care navigators and EHR tracking.**** ****Activity 2: Assign care navigators to high-risk patients. Resources: Staffing plan, care coordination software. Timeframe: Months 2–4**** ****Activity 3: Launch reminder calls/texts for follow-ups. Resources: Patient communication systems, contact staff. Timeframe: Months 3–6**** ****Activity 1: Hire behavioral health professionals. Resources: Recruiting team, salary funding, licensing support. Timeframe: Months 2–4**** ****Integrate behavioral health services at all clinic and shelter sites.**** ****Activity 2: Establish co-location and virtual service workflows. Resources: Facility space, telehealth platforms, IT staff. Timeframe: Months 3–6**** ****Activity 3: Train staff in collaborative care and referral processes. Resources: Trainers, manuals, CME incentives. Timeframe: Months 4–6**** ****Improve Health Outcomes via Holistic and Coordinated Services**** ******image1.png****** ******image2.png******

    **Week5AssignmentOperationalAnalysisReviewTemplate3.261.PDF**

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    **Week5AssignmentOperationalAnalysisReviewTemplate3.261.PDF**

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    **## NU730Week6StrategicPlanTemplate_11749598…docx**

    ## Strategic Plan: Hoshin-Kanri Model 1.1.1, 1.2, 1.2.1, 1.2.2 Launch three mobile clinics within high-need areas to improve physical healthcare access. Enhance access to integrated primary and preventative care. Implement simplified intake processes to reduce registration barriers by 50% within the first year. Integrate behavioral health services at 100% of fixed clinic and shelter sites within 18 months. Vision: Establish a comprehensive, integrated healthcare service model for the under/uninsured homeless population, emphasizing patient-centered care, accessibility, and care coordination. Mission: Provide compassionate, equitable, and accessible healthcare services that promote well-being and dignity among unhoused individuals. · Improve health outcomes via holistic, coordinated services. Increase chronic disease follow-up appointment adherence by 40% using care navigators and EHR tracking. Establish hospital-to-clinic referral pathways to reduce non-urgent ER visits by 30% over two years. Reduce disparities and ER usage with sustainable models. Develop and implement a peer navigator support system to improve patient engagement and continuity of care.

    ## **Strategic Plan: Hoshin-Kanri 1.2.1, 1.2.2, 2.1, 2.1.1** **Enhance Access to Integrated Primary and Preventative Care** **Activity 1: Conduct community needs assessment and mapping of underserved location Resources: Public health analysts, GIS software, community data. Timeframe: Months 1–2** **Launch three mobile clinics within high-need areas to improve physical healthcare access.** **Activity 2: Acquire and outfit three mobile medical units with necessary equipment. Resources: Capital funding, vendors for medical supplies, maintenance contracts. Timeframe: Months 2–5** **Activity 3: Recruit and onboard multidisciplinary outreach care teams. Resources: HR support, salary funding, clinical training materials. Timeframe: Months 3–6** ****Strategic Plan: Hoshin-Kanri 1.2.1, 1.2.2, 2.1, 2.1.1**** ****Activity 1: Redesign intake forms to reduce documentation requirements. Resources: EHR specialists, policy consultants, legal review. Timeframe: Months 1–2**** ****Implement simplified intake processes to reduce registration barriers by 50% within the first year.**** ****Activity 2: Pilot digital and verbal intake options in mobile and fixed sites. Resources: Tablets/mobile devices, translation services, intake staff training. Timeframe: Months 3–4**** ****Activity 3: Provide cultural competency and trauma-informed training to admin staff. Resources: Professional development budget, trainers, feedback tools. Timeframe: Months 4–6**** ******Activity 1: Recruit and train peers with lived experience. Resources: Outreach networks, training stipends, curriculum. Timeframe: Months 2–4****** ****Develop a peer navigator program to support patient engagement and care continuity.**** ****Activity 2: Assign peer navigators to mobile and clinic sites. Resources: Coordination team, scheduling system. Timeframe: Months 4–6**** ****Activity 3: Evaluate impact on patient retention and outcomes. Resources: Surveys, outcome metrics, peer feedback tools. Timeframe: Starting Month 7, ongoing**** ****Activity 1: Partner with local hospitals and ER departments. Resources: MOUs, liaison staff, workflow agreements. Timeframe: Months 1–3**** ****Establish ER-to-primary-care referral pathways to reduce non-urgent ED visits by 30% in 2 years.**** ****Activity 2: Embed referral navigators in EDs. Resources: On-site staff, orientation protocols, space allocation. Timeframe: Months 3–6**** ****·**** ****Activity 3: Monitor ER diversions and primary care follow-ups. Resources: Data analysts, dashboards, reporting tools. Timeframe: Ongoing, starting Month 6**** ****Reduce Healthcare Disparities and Emergency Department Utilization**** ******Activity 1: Develop follow-up tracking protocols in HER. Resources: EHR developers, clinical advisors, templates. imeframe: Months 1–2****** ****Increase chronic disease follow-up adherence by 40% using care navigators and EHR tracking.**** ****Activity 2: Assign care navigators to high-risk patients. Resources: Staffing plan, care coordination software. Timeframe: Months 2–4**** ****Activity 3: Launch reminder calls/texts for follow-ups. Resources: Patient communication systems, contact staff. Timeframe: Months 3–6**** ****Activity 1: Hire behavioral health professionals. Resources: Recruiting team, salary funding, licensing support. Timeframe: Months 2–4**** ****Integrate behavioral health services at all clinic and shelter sites.**** ****Activity 2: Establish co-location and virtual service workflows. Resources: Facility space, telehealth platforms, IT staff. Timeframe: Months 3–6**** ****Activity 3: Train staff in collaborative care and referral processes. Resources: Trainers, manuals, CME incentives. Timeframe: Months 4–6**** ****Improve Health Outcomes via Holistic and Coordinated Services**** ******image1.png****** ******image2.png******

    **Week5AssignmentOperationalAnalysisReviewTemplate3.261.PDF**

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    **## NU730Week6StrategicPlanTemplate_11749598…docx**

    ## Strategic Plan: Hoshin-Kanri Model 1.1.1, 1.2, 1.2.1, 1.2.2 Launch three mobile clinics within high-need areas to improve physical healthcare access. Enhance access to integrated primary and preventative care. Implement simplified intake processes to reduce registration barriers by 50% within the first year. Integrate behavioral health services at 100% of fixed clinic and shelter sites within 18 months. Vision: Establish a comprehensive, integrated healthcare service model for the under/uninsured homeless population, emphasizing patient-centered care, accessibility, and care coordination. Mission: Provide compassionate, equitable, and accessible healthcare services that promote well-being and dignity among unhoused individuals. · Improve health outcomes via holistic, coordinated services. Increase chronic disease follow-up appointment adherence by 40% using care navigators and EHR tracking. Establish hospital-to-clinic referral pathways to reduce non-urgent ER visits by 30% over two years. Reduce disparities and ER usage with sustainable models. Develop and implement a peer navigator support system to improve patient engagement and continuity of care.

    ## **Strategic Plan: Hoshin-Kanri 1.2.1, 1.2.2, 2.1, 2.1.1** **Enhance Access to Integrated Primary and Preventative Care** **Activity 1: Conduct community needs assessment and mapping of underserved location Resources: Public health analysts, GIS software, community data. Timeframe: Months 1–2** **Launch three mobile clinics within high-need areas to improve physical healthcare access.** **Activity 2: Acquire and outfit three mobile medical units with necessary equipment. Resources: Capital funding, vendors for medical supplies, maintenance contracts. Timeframe: Months 2–5** **Activity 3: Recruit and onboard multidisciplinary outreach care teams. Resources: HR support, salary funding, clinical training materials. Timeframe: Months 3–6** ****Strategic Plan: Hoshin-Kanri 1.2.1, 1.2.2, 2.1, 2.1.1**** ****Activity 1: Redesign intake forms to reduce documentation requirements. Resources: EHR specialists, policy consultants, legal review. Timeframe: Months 1–2**** ****Implement simplified intake processes to reduce registration barriers by 50% within the first year.**** ****Activity 2: Pilot digital and verbal intake options in mobile and fixed sites. Resources: Tablets/mobile devices, translation services, intake staff training. Timeframe: Months 3–4**** ****Activity 3: Provide cultural competency and trauma-informed training to admin staff. Resources: Professional development budget, trainers, feedback tools. Timeframe: Months 4–6**** ******Activity 1: Recruit and train peers with lived experience. Resources: Outreach networks, training stipends, curriculum. Timeframe: Months 2–4****** ****Develop a peer navigator program to support patient engagement and care continuity.**** ****Activity 2: Assign peer navigators to mobile and clinic sites. Resources: Coordination team, scheduling system. Timeframe: Months 4–6**** ****Activity 3: Evaluate impact on patient retention and outcomes. Resources: Surveys, outcome metrics, peer feedback tools. Timeframe: Starting Month 7, ongoing**** ****Activity 1: Partner with local hospitals and ER departments. Resources: MOUs, liaison staff, workflow agreements. Timeframe: Months 1–3**** ****Establish ER-to-primary-care referral pathways to reduce non-urgent ED visits by 30% in 2 years.**** ****Activity 2: Embed referral navigators in EDs. Resources: On-site staff, orientation protocols, space allocation. Timeframe: Months 3–6**** ****·**** ****Activity 3: Monitor ER diversions and primary care follow-ups. Resources: Data analysts, dashboards, reporting tools. Timeframe: Ongoing, starting Month 6**** ****Reduce Healthcare Disparities and Emergency Department Utilization**** ******Activity 1: Develop follow-up tracking protocols in HER. Resources: EHR developers, clinical advisors, templates. imeframe: Months 1–2****** ****Increase chronic disease follow-up adherence by 40% using care navigators and EHR tracking.**** ****Activity 2: Assign care navigators to high-risk patients. Resources: Staffing plan, care coordination software. Timeframe: Months 2–4**** ****Activity 3: Launch reminder calls/texts for follow-ups. Resources: Patient communication systems, contact staff. Timeframe: Months 3–6**** ****Activity 1: Hire behavioral health professionals. Resources: Recruiting team, salary funding, licensing support. Timeframe: Months 2–4**** ****Integrate behavioral health services at all clinic and shelter sites.**** ****Activity 2: Establish co-location and virtual service workflows. Resources: Facility space, telehealth platforms, IT staff. Timeframe: Months 3–6**** ****Activity 3: Train staff in collaborative care and referral processes. Resources: Trainers, manuals, CME incentives. Timeframe: Months 4–6**** ****Improve Health Outcomes via Holistic and Coordinated Services**** ******image1.png****** ******image2.png******

    **Week5AssignmentOperationalAnalysisReviewTemplate3.261.PDF**

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  • [Solved] Include chief complaint; history of present illness; any pertinent past psychiatric, substance use, medical, social, family history;

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  • [Solved] Res to disc

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    – ## WK4DIS.docx **## WK4DIS.docx** Change Theories, Systems ThInking, Implementation Science ![A person looking at a computer screen AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/res-to-disc) Never have we had vast amounts of data at our fingertips like we do today. H…

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    – ## WK4DIS.docx

    **## WK4DIS.docx**

    Change Theories, Systems ThInking, Implementation Science

    ![A person looking at a computer screen AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/res-to-disc)

    Never have we had vast amounts of data at our fingertips like we do today. However, before we can meaningfully access and use data for interpretation, it must be transformed. To derive meaning from the data collected, you need to understand that data collection is rapidly changing and constantly evolving. The methods with which data is collected, analyzed, and used to justify, support, or lend credibility to research aims, are all important considerations for the nurse researcher. As it relates to Big Data, the methods of how data is collected, analyzed, and used for implementation is also important. While the availability of data collection certainly has its advantages, many researchers point to the concerns over Big Data.

    For this Discussion, reflect on your understanding of Big Data and the implications for implementation. Consider the impact of research as it relates to collection via Big Data and consider how this impact might lead to potential barriers in implementation and practice gaps. Reflect on your experience and consider how these key issues might impact nursing practice.

    Resources

    Be sure to review the Learning Resources before completing this activity.
    Click the weekly resources link to access the resources.

    [**WEEKLY RESOURCES**](https://waldenu.instructure.com/courses/175732/modules/items/6883293)

    Learning Resources

    [Required Readings](https://waldenu.instructure.com/courses/175732/pages/week-4-learning-resources?module_item_id=6883293)

    · Sipes, C. (2025).
    _Project management for the advanced practice nurse_ (3rd ed.). Springer Publishing.

    · Chapter 4, “Planning: Project Management—Phase 2” (pp. 85–130)

    · Chapter 2, “Foundational Project Management Theories that Support Decision-Making” (pp. 22–54)

    · American Nurses Association. (2015).
    [_Nursing informaticsLinks to an external site._](https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1021761&site=eds-live&scope=site&authtype=shib&custid=s6527200) _: Scope and standards of practice_  (2nd ed.).

    · “Standard 1: Assessment” (pp. 68–69)

    · “Standard 2: Diagnosis, Problems and Issues Identification” (p. 70)

    · “Standard 3: Outcomes Identification” (p. 71)

    · “Standard 4: Planning” (p. 72)

    · Cato, K. D. (2020).
    [Transforming clinical data into wisdom: Artificial intelligence implications for nurse leadersLinks to an external site.](https://doi.org/10.1097/01.NUMA.0000719396.83518.d6).
    _Nursing Management_,
    _51_(11), 24–30. https://doi.org/10.1097/01.NUMA.0000719396.83518.d6

    [Required Media](https://waldenu.instructure.com/courses/175732/pages/week-4-learning-resources?module_item_id=6883293)

    · Analytics Guy. (2020, August 25).
    [_Developing understanding using the DIKW pyramidLinks to an external site._](https://www.youtube.com/watch?v=u9DoQ9gY4z4)[Video]. YouTube. https://www.youtube.com/watch?v=u9DoQ9gY4z4

    · Massachusetts DESE. (2020, February 25).
    [_Introduction to implementation scienceLinks to an external site._](https://www.youtube.com/watch?v=eJoNkAavMEY)[Video]. YouTube. https://www.youtube.com/watch?v=eJoNkAavMEY

    · Project Manager. (2018, July 2).
    [_Risk Analysis How to Analyze Risks on Your Project – Project Management TrainingLinks to an external site._](https://www.youtube.com/watch?v=r5ZrPeQW8HQ) _._ [Video]. YouTube. https://www.youtube.com/watch?v=r5ZrPeQW8HQ

    [Optional Resources](https://waldenu.instructure.com/courses/175732/pages/week-4-learning-resources?module_item_id=6883293)

    · IRL – Research and Science Course. (2019, August 30).
    [_What is implementation science_ Links to an external site.](https://www.youtube.com/watch?v=Cvk-cpDptOc)? [Video]. YouTube. https://www.youtube.com/watch?v=Cvk-cpDptOc

    · Sustainability Science Education. (2019, August 23).
    [_What is systems thinking_ Links to an external site.](https://www.youtube.com/watch?v=FW6MXqzeg7M)? [Video]. YouTube. https://www.youtube.com/watch?v=FW6MXqzeg7M

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    To Prepare

    · Review the Learning Resources for this week, focusing specifically on the implementation science articles and web resources.

    · Consider the issues related to research and Big Data.

    · Review Lewin’s Change Theory, systems thinking, and implementation science resources provided in the media this week.

    · Consider the importance of these theories and frameworks to your healthcare organization or nursing practice.

    · Explore two additional theories or models related to change, systems, or implementation science to focus on for this discussion.

    By Day 3 of Week 4

    Analyze informatics frameworks and models that are applicable to healthcare organizations and nursing practice. What are the key principles and best practices that you can leverage from these frameworks to support your practice?

    By Day 6 of Week 4

    **Read** a selection of your colleagues’ responses and
    **respond** to
    **at least two** of your colleagues on
    **two different days.** Expand upon your colleague’s posting or offer an alternative perspective.

    **RESPOND TO THIS DISCUSSION POST**

    Charline

    **Change Theories, Systems Thinking, Implementation Science**

    In healthcare organizations, especially hospital settings, informatics frameworks help structure the development, adoption, and evaluation of health information technologies (HIT). These models guide nurse leaders and stakeholders in aligning digital tools with clinical workflows, safety standards, and patient outcomes.

    The DIKW framework (Data-Information-Knowledge-Wisdom) remains fundamental in nursing informatics. It illustrates how raw data becomes actionable wisdom through contextualization and application, supporting decision-making and clinical judgment. Key principles in hospitals
    are to
    **i** mprove documentation structure to ensure high-quality data input, implement clinical decision support systems (CDSS) that convert information into meaningful knowledge, and train staff to interpret and apply data for safe patient care (Cato, 2020).

    TAM (Technology Acceptance Model) explains how users adopt technology based on perceived usefulness and ease of use. In hospitals, this is crucial for nurses’ adoption of EHRs, barcode scanning, and mobile health apps. Best Practices
    **i** nvolve nurses in HIT design to ensure systems meet workflow needs, conduct usability testing, provide firsthand training, and monitor and evaluate ongoing user satisfaction (Rahimi et al., 2018).

    The SLC framework (Systems Life Cycle) outlines structured phases for HIT projects: planning, analysis, design, implementation, and evaluation. It ensures that informatics tools are aligned with both technical and clinical needs. Applications in hospitals are to perform stakeholder analysis and workflow mapping before implementation, use of pilot-test systems in selected units, and use of iterative feedback for optimization and sustainability (Sipes, 2025).

    The American Nurses Association (ANA) defines informatics practice standards that parallel the nursing process. These include assessment, diagnosis, outcomes identification, planning, and evaluation—all tailored for technology-driven environments. Hospital integration would include using Standard 1 (Assessment) to evaluate existing EHR functionality, applying Standard 4 (Planning) for strategic rollout of clinical tools, and leveraging outcomes metrics (Standard 3) to assess success (ANA, 2022).

    Nursing and health informatics frameworks such as DIKW, TAM, SLC, and ANA Standards help guide strategic implementation and evaluation of health technologies in hospital settings. By applying these models, healthcare leaders can improve care quality, boost technology adoption, and foster data-driven nursing practices.

    **References**

    American Nurses Association. (2022).
    _Nursing Informatics: Scope and standards of practice_ (3rd ed.). ANA.

    Cato, K. D. (2020). Transforming clinical data into wisdom: Artificial intelligence implications for nurse leaders.
    _Nursing Management, 51_(11), 24–30.
    [https://doi.org/10.1097/01.NUMA.0000719396.83518.d6Links to an external site.](https://doi.org/10.1097/01.NUMA.0000719396.83518.d6)

    Rahimi, B., Nadri, H., Lotfnezhad Afshar, H., & Timpka, T. (2018). A systematic review of the technology acceptance model in health informatics.
    _Applied Clinical Informatics_,
    _9_(3), 604–634.
    [https://doi.org/10.1055/s-0038-1668091Links to an external site.](https://doi.org/10.1055/s-0038-1668091)

    Sipes, C. (2025).
    _Project management for the advanced practice nurse_ (3rd ed.). Springer Publishing.

    · Reply to post from Charline Bethea
    **Reply**

    · Mark as Unread
    **Mark as Unread**

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    ## image1.jpeg

    **## WK4DIS.docx**

    Change Theories, Systems ThInking, Implementation Science

    ![A person looking at a computer screen AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/res-to-disc)

    Never have we had vast amounts of data at our fingertips like we do today. However, before we can meaningfully access and use data for interpretation, it must be transformed. To derive meaning from the data collected, you need to understand that data collection is rapidly changing and constantly evolving. The methods with which data is collected, analyzed, and used to justify, support, or lend credibility to research aims, are all important considerations for the nurse researcher. As it relates to Big Data, the methods of how data is collected, analyzed, and used for implementation is also important. While the availability of data collection certainly has its advantages, many researchers point to the concerns over Big Data.

    For this Discussion, reflect on your understanding of Big Data and the implications for implementation. Consider the impact of research as it relates to collection via Big Data and consider how this impact might lead to potential barriers in implementation and practice gaps. Reflect on your experience and consider how these key issues might impact nursing practice.

    Resources

    Be sure to review the Learning Resources before completing this activity.
    Click the weekly resources link to access the resources.

    [**WEEKLY RESOURCES**](https://waldenu.instructure.com/courses/175732/modules/items/6883293)

    Learning Resources

    [Required Readings](https://waldenu.instructure.com/courses/175732/pages/week-4-learning-resources?module_item_id=6883293)

    · Sipes, C. (2025).
    _Project management for the advanced practice nurse_ (3rd ed.). Springer Publishing.

    · Chapter 4, “Planning: Project Management—Phase 2” (pp. 85–130)

    · Chapter 2, “Foundational Project Management Theories that Support Decision-Making” (pp. 22–54)

    · American Nurses Association. (2015).
    [_Nursing informaticsLinks to an external site._](https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1021761&site=eds-live&scope=site&authtype=shib&custid=s6527200) _: Scope and standards of practice_  (2nd ed.).

    · “Standard 1: Assessment” (pp. 68–69)

    · “Standard 2: Diagnosis, Problems and Issues Identification” (p. 70)

    · “Standard 3: Outcomes Identification” (p. 71)

    · “Standard 4: Planning” (p. 72)

    · Cato, K. D. (2020).
    [Transforming clinical data into wisdom: Artificial intelligence implications for nurse leadersLinks to an external site.](https://doi.org/10.1097/01.NUMA.0000719396.83518.d6).
    _Nursing Management_,
    _51_(11), 24–30. https://doi.org/10.1097/01.NUMA.0000719396.83518.d6

    [Required Media](https://waldenu.instructure.com/courses/175732/pages/week-4-learning-resources?module_item_id=6883293)

    · Analytics Guy. (2020, August 25).
    [_Developing understanding using the DIKW pyramidLinks to an external site._](https://www.youtube.com/watch?v=u9DoQ9gY4z4)[Video]. YouTube. https://www.youtube.com/watch?v=u9DoQ9gY4z4

    · Massachusetts DESE. (2020, February 25).
    [_Introduction to implementation scienceLinks to an external site._](https://www.youtube.com/watch?v=eJoNkAavMEY)[Video]. YouTube. https://www.youtube.com/watch?v=eJoNkAavMEY

    · Project Manager. (2018, July 2).
    [_Risk Analysis How to Analyze Risks on Your Project – Project Management TrainingLinks to an external site._](https://www.youtube.com/watch?v=r5ZrPeQW8HQ) _._ [Video]. YouTube. https://www.youtube.com/watch?v=r5ZrPeQW8HQ

    [Optional Resources](https://waldenu.instructure.com/courses/175732/pages/week-4-learning-resources?module_item_id=6883293)

    · IRL – Research and Science Course. (2019, August 30).
    [_What is implementation science_ Links to an external site.](https://www.youtube.com/watch?v=Cvk-cpDptOc)? [Video]. YouTube. https://www.youtube.com/watch?v=Cvk-cpDptOc

    · Sustainability Science Education. (2019, August 23).
    [_What is systems thinking_ Links to an external site.](https://www.youtube.com/watch?v=FW6MXqzeg7M)? [Video]. YouTube. https://www.youtube.com/watch?v=FW6MXqzeg7M

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    To Prepare

    · Review the Learning Resources for this week, focusing specifically on the implementation science articles and web resources.

    · Consider the issues related to research and Big Data.

    · Review Lewin’s Change Theory, systems thinking, and implementation science resources provided in the media this week.

    · Consider the importance of these theories and frameworks to your healthcare organization or nursing practice.

    · Explore two additional theories or models related to change, systems, or implementation science to focus on for this discussion.

    By Day 3 of Week 4

    Analyze informatics frameworks and models that are applicable to healthcare organizations and nursing practice. What are the key principles and best practices that you can leverage from these frameworks to support your practice?

    By Day 6 of Week 4

    **Read** a selection of your colleagues’ responses and
    **respond** to
    **at least two** of your colleagues on
    **two different days.** Expand upon your colleague’s posting or offer an alternative perspective.

    **RESPOND TO THIS DISCUSSION POST**

    Charline

    **Change Theories, Systems Thinking, Implementation Science**

    In healthcare organizations, especially hospital settings, informatics frameworks help structure the development, adoption, and evaluation of health information technologies (HIT). These models guide nurse leaders and stakeholders in aligning digital tools with clinical workflows, safety standards, and patient outcomes.

    The DIKW framework (Data-Information-Knowledge-Wisdom) remains fundamental in nursing informatics. It illustrates how raw data becomes actionable wisdom through contextualization and application, supporting decision-making and clinical judgment. Key principles in hospitals
    are to
    **i** mprove documentation structure to ensure high-quality data input, implement clinical decision support systems (CDSS) that convert information into meaningful knowledge, and train staff to interpret and apply data for safe patient care (Cato, 2020).

    TAM (Technology Acceptance Model) explains how users adopt technology based on perceived usefulness and ease of use. In hospitals, this is crucial for nurses’ adoption of EHRs, barcode scanning, and mobile health apps. Best Practices
    **i** nvolve nurses in HIT design to ensure systems meet workflow needs, conduct usability testing, provide firsthand training, and monitor and evaluate ongoing user satisfaction (Rahimi et al., 2018).

    The SLC framework (Systems Life Cycle) outlines structured phases for HIT projects: planning, analysis, design, implementation, and evaluation. It ensures that informatics tools are aligned with both technical and clinical needs. Applications in hospitals are to perform stakeholder analysis and workflow mapping before implementation, use of pilot-test systems in selected units, and use of iterative feedback for optimization and sustainability (Sipes, 2025).

    The American Nurses Association (ANA) defines informatics practice standards that parallel the nursing process. These include assessment, diagnosis, outcomes identification, planning, and evaluation—all tailored for technology-driven environments. Hospital integration would include using Standard 1 (Assessment) to evaluate existing EHR functionality, applying Standard 4 (Planning) for strategic rollout of clinical tools, and leveraging outcomes metrics (Standard 3) to assess success (ANA, 2022).

    Nursing and health informatics frameworks such as DIKW, TAM, SLC, and ANA Standards help guide strategic implementation and evaluation of health technologies in hospital settings. By applying these models, healthcare leaders can improve care quality, boost technology adoption, and foster data-driven nursing practices.

    **References**

    American Nurses Association. (2022).
    _Nursing Informatics: Scope and standards of practice_ (3rd ed.). ANA.

    Cato, K. D. (2020). Transforming clinical data into wisdom: Artificial intelligence implications for nurse leaders.
    _Nursing Management, 51_(11), 24–30.
    [https://doi.org/10.1097/01.NUMA.0000719396.83518.d6Links to an external site.](https://doi.org/10.1097/01.NUMA.0000719396.83518.d6)

    Rahimi, B., Nadri, H., Lotfnezhad Afshar, H., & Timpka, T. (2018). A systematic review of the technology acceptance model in health informatics.
    _Applied Clinical Informatics_,
    _9_(3), 604–634.
    [https://doi.org/10.1055/s-0038-1668091Links to an external site.](https://doi.org/10.1055/s-0038-1668091)

    Sipes, C. (2025).
    _Project management for the advanced practice nurse_ (3rd ed.). Springer Publishing.

    · Reply to post from Charline Bethea
    **Reply**

    · Mark as Unread
    **Mark as Unread**

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    – ## Ref….docx **## Ref….docx** This last discussion requires a substantial posting but no response postings. **Course Learning Objectives**: 1. Differentiate between the distinctive perspective and knowledge of nursing science, and the knowledge from other disciplines which can inform practice…

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    Assignment Prompt & Instructions

    – ## Ref….docx

    **## Ref….docx**

    This last discussion requires a substantial posting but no response postings.

    **Course Learning Objectives**:

    1. Differentiate between the distinctive perspective and knowledge of nursing science, and the knowledge from other disciplines which can inform practice.

    2. Identify and appraise evidence for translation.

    3. Using the Knowledge-To-Action (KTA) framework develop a process for the translation and evaluation of knowledge to improve practice.

    **Please answer the following questions for your reflection post:**

    Now that you have explored the value of theory to frame and evidence to promote best practice, construct a discussion that provides an answer to each of the following questions. Support your response with appropriate references from scholarly literature.

    · What value does use of theory have when planning for and designing a healthcare improvement process have?

    · How does the ability to review the literature and discern the strength of the evidence impact approaches for designing a healthcare improvement process?

    · Select one course learning objective and reflect on the assignment(s) that helped you meet the objective and explain how the assignment(s) added to your professional practice knowledge.

    Direct access to cited/referenced literature is essential for evaluation and grading of an assignment. Either upload all literature evidence along with your assignment or be sure an
    activated link to the full referenced article is provided.

    **## Ref….docx**

    This last discussion requires a substantial posting but no response postings.

    **Course Learning Objectives**:

    1. Differentiate between the distinctive perspective and knowledge of nursing science, and the knowledge from other disciplines which can inform practice.

    2. Identify and appraise evidence for translation.

    3. Using the Knowledge-To-Action (KTA) framework develop a process for the translation and evaluation of knowledge to improve practice.

    **Please answer the following questions for your reflection post:**

    Now that you have explored the value of theory to frame and evidence to promote best practice, construct a discussion that provides an answer to each of the following questions. Support your response with appropriate references from scholarly literature.

    · What value does use of theory have when planning for and designing a healthcare improvement process have?

    · How does the ability to review the literature and discern the strength of the evidence impact approaches for designing a healthcare improvement process?

    · Select one course learning objective and reflect on the assignment(s) that helped you meet the objective and explain how the assignment(s) added to your professional practice knowledge.

    Direct access to cited/referenced literature is essential for evaluation and grading of an assignment. Either upload all literature evidence along with your assignment or be sure an
    activated link to the full referenced article is provided.