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Evidence-Based Practice: Mentoring Nurses in Evidence-Based Projects
Mary Krugman PhD, RN, NEA-BC, FAAN

$3.95 		Journal for Nurses in Professional Development
April 2012 
Volume 28  Number 2
Pages 89 - 90
 
  PDF Version Available!

ABSTRACT
For those of you who have just started to integrate evidence-based practice into your work environment, mentoring a clinical nurse who has come to you for help for a project may seem like a dream. Yes, you think, and now can I please have two or three more clinical nurses who are excited and passionate about using evidence in practice?! If you are in this position, it may seem unbelievable that there could be too many projects in your future. When evidence-based practice becomes the norm in an institution, as it has become in ours after 15 years of working to build evidence-based practice into standards of practice, performance, and infrastructure, the number of nurses lined up outside your door clamoring for help will amaze you!Although this situation is a wonderful dilemma, it means that one has to be prepared and organized with structures in place so projects progress smoothly and all those involved know the expectations and processes. If these components are not in place and learned in the early years of evidence-based mentoring, you will find yourself frazzled, taking on more than what is feasible and losing the feeling of excitement and fun that should be a part of mentoring clinical nurses in this important activity. This column will focus on the critical steps of project management when mentoring clinical nurses on their evidence-based journey.A first and critical step in this process is to assess the source of the evidence-based project with the clinical nurse. Always the most valuable evidence-based projects with the highest probability for success are those in which the nurse has identified a clinical problem or issue that the nurse is passionate to address. We have found over the years that a project that has been "assigned" or a project that is really the nurse manager's or the direct supervisor's may result in a clinical nurse not caring much about it, so interest drops over time. If such a gap exists, you may find that you end up doing the work-not the

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