Nurse Reflective Model

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This reflective model is very simple and often used as the first step on the ladder of the reflective practitioner. This model encompasses three simple questions to be asked of the experience or activity to be reflected on, what?
So what? Now what?
Jasper (2003) Endorses the use of this model by novice practitioners and students as this model allows novices to reflect in the “real world of practice” (Jasper 2003, p99), therefore allowing novices to be analytical of their developing practice.

Reflection is something often used, both in professional and personal situations, as a learning tool.
Beam, O’Brien and Neal 2010 state that:
Reflective practice is defined as a cyclical process involving a series of phases in which an
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Everything was very positive at that time and a lot of staff members were excited about the change.
All this changed once we transitioned to the council. Things that were promised did not materialise and staff members had their work hours/days changed as well as work locations.
We had new time constraints placed on us that were not conducive with patient care and the type of work we did. The manager was not a nurse let alone a maternal child health nurse and had no idea that the nature of the work was very unpredictable.
We did have regular monthly meetings where we were asked for input but then totally ignored when we gave it. We went from an environment where health was the major factor into a bureaucratic environment that seemed like ticking the boxes and collecting data were the main objections.

I was worried about my job security.
My job satisfaction fell to an all-time low. In fact, this caused the morale of the workforce to
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Although the experience was mostly negative there were some positives that came from the change.
One of the positives was an increase in physical resources. For a long time, nurses had been working with outdated tools or had to buy their own to carry out the job. When moving back to council there was a budget already allocated for renewing old tools. Lack of resources has been linked with ‘missed care’ and a reduction in efficiency so by ensuring that the nurses had all the tools they needed to do their job, both job satisfaction and efficient care was improved. (Blackman et al 2014)
The whole process of change was very long and drawn out. A prolonged period of introduction to change and transition has been shown to be less effective than when change is done quickly (Amis, Slack, & Hinings, 2004)
As stated in Robbins 2014 it is common for workers that are experiencing negative emotions related to workplace change to increase their use of sick leave or leave the workplace altogether. This would result in a reduction of services for the clients of the service due to cancelled appointments as well as loss of continuity of care due to their particular nurse not being available. Continuity of care has consistently been shown to lead to better health outcomes as well as higher satisfaction rates in healthcare users (Williams

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