PROFESSIONAL CAPSTONE

Alarm Fatigue and How to Reduce It: Key Stakeholders

The selected research topic is Alarm Fatigue and How to Reduce It. As Chromik et al. (2022) indicate, alarm fatigue is sensory overload that occurs when healthcare professionals are exposed to the constant noise of medical device alarms, leading to desensitization that results in delayed response or missed alarms altogether. Based on the available literature, the research hypothesizes that alarm management training would be beneficial in reducing alarm fatigue and non-actionable alarms among nurses. This assignment identifies the key stakeholders in the research and their roles and also explores potential barriers that could affect the incorporation of the project findings at the selected clinical site.

Key Stakeholders and their Relationship to the Project

Stakeholders in the project could be divided into two: internal and external stakeholders. Internal stakeholders enjoy a direct relationship with the healthcare organization through investment, ownership, or employment. External stakeholders do not enjoy a direct relationship with the organization or the project, but are affected by its findings.

Internal Stakeholders

One of the most crucial internal stakeholders are the clinical staff working in the healthcare organization. Their primary role is to ensure that the patients they serve receive proper healthcare (Liebler & McConnelll, 2020). They serve as the patients advocates. The proposed project focuses on one group of staff nurses. Their role in the project is to undergo alarm management training to demonstrate how effectively such training reduces alarm fatigue, including the number of non-actionable alarms. Thus, the nurses will serve as research subjects in the project. Their fatigue scores and frequency of non-actionable alarms will be measured at baseline and upon completion of the three-month alarm management training program to determine whether there are significant differences in the pre and post-intervention mean scores. The project has a significant effect on them as it imposes an additional burden of having to attend compulsory training sessions and to change their routine practices as they seek to enhance their alarm management skills.

The second group of internal stakeholders is the healthcare organizations top leadership and board of management. Their primary role in the organization is to provide leadership and ensure future sustainability by ensuring the organization has the required resources...

…what they consider the norm and to adopt a new way of managing alarms at the healthcare organization. Staff resistance may lead to sabotage, which could hinder the projects effective implementation and adoption, making it difficult to realize the intended outcomes (Liebler & McConnelll, 2020). The management could limit staff resistance by ensuring that the staff own the project change. This would require the staff to be adequately engaged in designing the project, such as when the trainings are to be carried out, why the project is necessary, how assessments are to be done, the methods of instruction, and so on. This would make them active participants, rather than passive players in the project (Liebler & McConnelll, 2020). They would perceive themselves as owners in the project and are more likely to appreciate its impact and less likely to show resistance towards it (Liebler & McConnelll, 2020).

Resource limitations may also pose a barrier to effective incorporation of the practice change. The training program may need to be accompanied by huge investments in a new alarm system or in advancing the existing one. The financial resources to actualize such investments may be…