Faculty of Health, University of East Anglia, Norwich, UK.
J Clin Nurs. 2012 Jun;21(11-12):1716-25. doi: 10.1111/j.1365-2702.2011.03936.x. Epub 2012 Feb 21.
To develop sustainable resources and activity in one hospital to encourage, support and build research activity and innovation among nurses and midwives.
Much resource is spent internationally to enable nurses and midwives to critique and quote research papers. The evidence suggests that little resource is focussed on enabling staff to conduct structured interventions that implement research as a service improvement activity, or enable nurses and midwives to undertake research in their clinical areas.
Two cycles of action research took place in the hospital led by a steering group of insiders and outsiders. Each cycle was evaluated through interviews with participants and analysis of steering group meeting records.
Action research methodology was used to develop partnership working between the hospital and university. A steering group of participants in the project led the development and made decisions based on findings from the evaluation stages of each cycle.
The data demonstrate that the process is one of the slow snowball effects that gathered momentum. Key skills such as leadership, resourcing and time management are required alongside research skills.
Nursing research capacity can be developed in institutions where there are individuals with an enthusiasm to drive the agenda. Structures and processes need to be clear and transparent as well as supportive at the individual level. Change of this nature takes time and sustained effort.
This study demonstrates that a combination of strong leadership, partnership working and development of clear infrastructure enabled nurses and midwives who provide direct patient care to develop, implement and evaluate their own service improvement/research initiatives. Enabling nurses and midwives to use research methods in their practice increases the amount of nurse/midwife-led evidence-based innovation.
在一家医院开发可持续的资源和活动，以鼓励、支持和建立护士和助产士的研究活动和创新。
国际上投入了大量资源，使护士和助产士能够对研究论文进行批评和引用。证据表明，很少有资源集中在使员工能够进行将研究作为服务改进活动实施的结构化干预，或者使护士和助产士能够在其临床领域进行研究。
由内部和外部的指导小组领导，在医院进行了两轮行动研究。通过对参与者的访谈和对指导小组会议记录的分析，对每个循环进行评估。
行动研究方法被用于发展医院和大学之间的伙伴关系。项目参与者的指导小组领导了发展，并根据每个周期评估阶段的发现做出决策。
数据表明，这个过程是一种缓慢的滚雪球效应，逐渐积累动力。除了研究技能外，还需要领导能力、资源管理和时间管理等关键技能。
在有热情推动议程的个人的机构中，可以发展护理研究能力。结构和流程需要清晰透明，并在个人层面上提供支持。这种性质的变化需要时间和持续的努力。
这项研究表明，强有力的领导、伙伴关系和明确基础设施的发展相结合，使直接为患者提供护理的护士和助产士能够制定、实施和评估自己的服务改进/研究计划。使护士和助产士能够在实践中使用研究方法，增加了护士/助产士主导的循证创新的数量。
