Evidence-Based Practice / Unit 14 EBP 1979 worked example, 60 to 90 seconds
Choosing and Using a Model
The idea
The technique: decide whether you need a process model, an organizational model or both; choose for fit rather than for reputation, and choose quickly; then run the shared skeleton — problem, stakeholders, an effective change, barriers — and use the model to name the phases rather than to make the judgements.
In practice
A department needing both kinds, selecting one process model for project teams and one organizational model for the system. Selection made in a week rather than a quarter, on fit with the setting's structure and vocabulary. The problem stated precisely enough to search. Stakeholders and change agents named while the change is still being designed. A change chosen because the evidence supports it for this problem. Barriers surveyed in advance, with those that cannot be removed recorded as constraints rather than ignored. Appraisal, readiness and priority still decided by people, because the model names the phases and does not make the judgements inside them.
Where people slip
Choose quickly. The models share a skeleton, the evidence favours using one rather than a particular one, and selection is the most satisfying way to postpone implementation.
Your place on the trail
Every lesson rests on earlier ones and opens later ones. Tap any to jump.
Builds on
- 1951Why Models Exist
- 1952The Models Share a Skeleton
- 1953Shared Step — Identify the Problem
- 1956Shared Step — Identify and Address Barriers
- 1957The Stetler Model
- 1963The ARCC Model
- 1964Mentors Are the Mechanism
- 1970Other Models the Chapter Treats
- 1971Process Model or Organizational Model?
- 1972Fit Is the Deciding Criterion
- 1977Misconception: A Model Is a Checklist
Unlocks
- Nothing yet depends on this.
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