wledge and practice; discovering other methods to check compliance of staff in following restraint protocols.This author's goal is to improve compliance of restraint standards within the unit using Havelock's planned change model. Havelock's planned change model uses a problem solving process, in which the change agent can organize their work so that change can take place (Yoder-Wise, 1999). A change agent is an individual who leads a change process, in this case the nurse manager of the unit can takes the role of the change agent (Yoder-Wise, 1999). According to Havelock (1973), change can be planned, implemented, and evaluated in six sequential stages (Yoder-Wise, 1999). The six stages are building a relationship, diagnosing the problem, acquiring relevant resources, choosing the solution, gaining acceptance and stabilizing the innovation and generating self-renewal (Yoder-Wise, 1999). In stage one, building a relationship, the nurse manager can use several strategies to facilitate the change process among the staff. The goal of this stage is to promote readiness for change among the staff. Communication and education about the improper documentation of restraints and improper tying of restraints can be attempted through staff meetings and informal discussions. Staff meetings and informal discussions are ways to promote awareness of the need to change, to keep people informed and to clarify change activities (Yoder-Wise, 1999). A vision is created and the nurse manager seeks input from the staff about ways to go about making the change. The nurse manager needs to be respected Patient Restraint6and trusted by the staff, posses excellent communication skills, and participate actively in the change process in order to be an effective change agent (Yoder-Wise, 1999). After the nurse manager has build a relationship with the staff, he/she can go on to diagnose the problem. On this medical-surgical unit, a procedure was already in ...
