Background: Despite research support, evidence-based practices (EBPs) are inconsistently implemented throughout the United States. Facilitation is one implementation strategy to speed adoption in clinical settings. Facilitation has not been previously described in the literature as an implementation strategy within neonatal care.Purpose: The purpose of this study was to categorize and describe essential features of facilitation in the context of implementing an EBP using perspectives elicited from neonatal clinicians and external facilitators (EFs).Methods: In this qualitative descriptive study, semistructured interviews were conducted with a purposive sample of neonatal clinicians and EFs. Participants shared their experiences related to the strategy of facilitation while implementing an EBP during the California Perinatal Quality Care Antibiotic Stewardship Collaborative. Interviews were transcribed, coded, and analyzed using directed content analysis.Results: Five categories emerged to address facilitation as an implementation strategy: (a) facilitated change management, (b) unit and organization receptivity, (c) evaluation strategies, (d) supportive culture, and (e) facilitator stewardship.Linking Evidence to Action: Implementing EBP is complex and multifactorial. Results from this study provide insights into influencing barriers and drivers as experienced by internal and external facilitators, and context factors that impacted the success of implementation.

As data volume explodes, nurse scientists grapple with ways to adapt to the big data movement without jeopardizing its epistemic values and theoretical focus that celebrate while acknowledging the authority and unity of its body of knowledge. In this article, the authors describe big data and emphasize ways that nursing science brings value to its study. Collective nursing voices that call for more nursing engagement in the big data era are answered with ways to adapt and integrate theoretical and domain expertise from nursing into data science.

Knowledge gaps exist about how to help Mexican American (MA) families seek assistance when their capacity to assist older family members is challenged. MA families may resist confronting unpleasant but real situations with the older adult, for example, the need to access long term support services (LTSS), because of cultural and structural barriers. The purpose was to describe stakeholders’ reactions to a culturally focused graphic novela created in partnership with a community advisory council. Qualitative description with content analysis of a focus group’s reactions to the graphic novela was used. Results included positive reactions as well as suggestions for improvement and dissemination. Graphic novelas can be an effective medium for modeling conversations about older adults’ needing additional care, and demonstrating how to identify and access available LTSS or other services. Included is a description of the researchers’ process of partnering with diverse stakeholders, which is essential for creating new solutions.

Background: Building on the efforts of the American Association of Colleges of Nursing, we developed a model to infuse data science constructs into doctor of philosophy (PhD) curriculum. Using this model, developing nurse scientists can learn data science and be at the forefront of data driven healthcare. Purpose: Here we present the Data Science Curriculum Organizing Model (DSCOM) to guide comprehensive doctoral education about data science. Methods: Our team transformed the terminology and applicability of multidisciplinary data science models into the DSCOM. Findings: The DSCOM represents concepts and constructs, and their relationships, which are essential to a comprehensive understanding of data science. Application of the DSCOM identified areas for threading as well as gaps that require content in core coursework. Discussion: The DSCOM is an effective tool to guide curriculum development and evaluation towards the preparation of nurse scientists with knowledge of data science.

This chapter discusses the attempt to forge a social partnership with the employers. The lesson Bevin and the TUC learned from the General Strike was class warfare was never to be repeated and that capitalism was here to stay. Citrine and Bevin argued that 'trade unionism has reached the end of a defensive stage in its evolution' and that its new aim should be to join with employers in to raise industry to its highest efficiency. Alfred Mond and 21 other employers mainly in the newer industries responded favourably leading to the Mond-Turner talks leading to a set of proposals were agreed which the TUC regarded as the foundation of the industrial relations of the future in contrast to the 'outdated' conflictual model of the militants. Bevin led these discussions. The main employers' organisations representing the older industries overwhelmingly rejected the Mond-Turner proposals.