Healthcare settings are increasingly adopting nature-based interventions (NBIs) to support users’ health and well-being, but these interventions are often underutilized. To get a grip on utilization problems, insight into factors that affect use and uptake of NBIs in routine care is needed. This scoping review aimed to provide an overview of factors that facilitate or impede successful implementation of NBIs in hospitals, long-term care facilities for the elderly (LTCF), and rehabilitation centers. Systematic searches were conducted across various databases to identify studies that collected qualitative and/or quantitative data on the implementation of NBIs in healthcare settings. Findings were classified into the five domains of the Consolidated Framework for Implementation Research. A total of 57 articles were included in the review. The articles provide detailed insight into facilitating and impeding implementation factors related to the intervention (e.g., awareness, adaptability, type of natural elements, accessibility, safety, weather conditions, comfort, privacy, supportive design factors, activities). Other found factors related to the inner setting (e.g., culture, implementation climate) and individuals (e.g., characteristics and opportunities of stakeholders). Factors related to the outer setting (e.g., financing) and implementation process (e.g., teaming, assessing needs, planning, engaging, doing, integration in care and therapy, reflection and evaluation, maintenance) also emerged, but to a lesser extent. This review identified a broad range of factors important for the successful implementation of NBIs, which can guide implementation of future NBIs. To complement these findings, future studies should consider conducting implementation studies
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Background: Physical inactivity is common during hospitalization. Physical activity has been described in different inpatient populations but never across a hospital. Purpose: To describe inpatient movement behavior and associated factors throughout a single university hospital. Methods: A prospective observational study was performed. Patients admitted to clinical wards were included. Behavioral mapping was undertaken for each participant between 9AM and 4PM. The location, physical activity, daily activity, and company of participants were described. Barriers to physical activity were examined using linear regression analyses. Results: In total, 345 participants from 19 different wards were included. The mean (SD) age was 61 (16) years and 57% of participants were male. In total, 65% of participants were able to walk independently. On average participants spent 86% of observed time in their room and 10% of their time moving. A physiotherapist or occupational therapist was present during 1% of the time, nursing staff and family were present 11% and 13%, respectively. Multivariate regression analysis showed the presence of an intravenous line (p = .039), urinary catheter (p = .031), being female (p = .034), or being dependent on others for walking (p = .016) to be positively associated with the time spent in bed. Age > 65, undergoing surgery, receiving encouragement by a nurse or physician, reporting a physical complaint or pain were not associated with the time spent in bed (P > .05). Conclusion: As family members and nursing staff spend more time with patients than physiotherapists or occupational therapists, increasing their involvement might be an important next step in the promotion of physical activity.
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Some nurses are responding rebelliously to the changing healthcare landscape by challenging the status quo and deviating from suboptimal practices, professional norms, and organizational rules. While some view rebel nurse leadership as challenging traditional structures to improve patient care, others see it as disruptive and harmful. These diverging opinions create dilemmas for nurses and nurse managers in daily practice. To understand the context, dilemmas, and interactions in rebel nurse leadership, we conducted a multiple case study in two Dutch hospitals. We delved into the mundane practices to expand the concept of leadership-as-practice. By shadowing rebel nurse practices, we identified three typical leadership practices which present the most common “lived” experiences and dilemmas of nurses and nurse managers. Overall, we noticed that deviating acts were more often quick fixes rather than sustainable changes. Our research points to what is needed to change the status quo in a sustainable manner. To change unworkable practices, nurses need to share their experienced dilemmas with their managers. In addition, nurse managers must build relationships with other nurses, value different perspectives, and support experimenting to promote collective learning.
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