{"id":{"repo_id":"royalroads","oai_identifier":"oai:null:10613/27586"},"canonical_url":"https://search.dev.ndltd.org/etd/royalroads/oai:null:10613/27586","repository":{"repo_id":"royalroads","name":"Royal Roads University","base_url":"https://www.viurrspace.ca/server/oai/request"},"display":{"title":"Why Don’t We Practice? Weaving Simulation into the Fabric of Quality Care","abstract":"As complexity and unpredictability continually challenge the British Columbia (BC) healthcare system, there is an increasing need for more comprehensive learning strategies to support healthcare practitioners. When delivered effectively, simulation-based learning creates opportunities for interprofessional interaction, embodied practice, and improved team performance. This research explored how the Simulation Program at BC Children’s Hospital and BC Women’s Hospital could be enhanced for improved quality care within increasingly dynamic environments replete with uncertainty. Using an action research framework with participatory reflection, focus groups and interviews offered insight into the experiences of simulation practitioners across BC, giving rise to four key recommendations: build awareness through a clearly articulated vision; strengthen partnerships to ensure synergy with executive and operational leaders for a culture of continued learning; revitalize strategic planning and goal setting for organizational alignment; and create a research-driven environment, developing appropriate metrics that measure and optimize the fuller value proposition of simulation.","abstract_html":"As complexity and unpredictability continually challenge the British Columbia (BC) healthcare system, there is an increasing need for more comprehensive learning strategies to support healthcare practitioners. When delivered effectively, simulation-based learning creates opportunities for interprofessional interaction, embodied practice, and improved team performance. This research explored how the Simulation Program at BC Children’s Hospital and BC Women’s Hospital could be enhanced for improved quality care within increasingly dynamic environments replete with uncertainty. Using an action research framework with participatory reflection, focus groups and interviews offered insight into the experiences of simulation practitioners across BC, giving rise to four key recommendations: build awareness through a clearly articulated vision; strengthen partnerships to ensure synergy with executive and operational leaders for a culture of continued learning; revitalize strategic planning and goal setting for organizational alignment; and create a research-driven environment, developing appropriate metrics that measure and optimize the fuller value proposition of simulation.","abstract_has_math":false,"creators":["Korns, Kristen"],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Cady, Phil"],"committee_chairs":[],"committee_members":[],"year":2024,"date_issued":"2024","date_published":"2024","updated_at":"2026-07-27T20:47:33Z","subjects":["School of leadership studies"],"languages":["en_US"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://doi.org/10.25316/IR-19258"],"render_values":[{"text":"https://doi.org/10.25316/IR-19258","href":"https://doi.org/10.25316/IR-19258","code":true}]}]},"links":{"outbound_url":"https://hdl.handle.net/10613/27586","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Cady, Phil"]},{"key":"dc:creator","label":"Author","values":["Korns, Kristen"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2024-01-10T02:03:44Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2024-01-10T02:03:44Z"]},{"key":"dc:date.issued","label":"Date","values":["2024"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["School of leadership studies"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en_US"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://hdl.handle.net/10613/27586","https://doi.org/10.25316/IR-19258"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["2024"]},{"key":"dc:description.abstract","label":"Abstract","values":["As complexity and unpredictability continually challenge the British Columbia (BC) healthcare system, there is an increasing need for more comprehensive learning strategies to support healthcare practitioners. When delivered effectively, simulation-based learning creates opportunities for interprofessional interaction, embodied practice, and improved team performance. This research explored how the Simulation Program at BC Children’s Hospital and BC Women’s Hospital could be enhanced for improved quality care within increasingly dynamic environments replete with uncertainty. Using an action research framework with participatory reflection, focus groups and interviews offered insight into the experiences of simulation practitioners across BC, giving rise to four key recommendations: build awareness through a clearly articulated vision; strengthen partnerships to ensure synergy with executive and operational leaders for a culture of continued learning; revitalize strategic planning and goal setting for organizational alignment; and create a research-driven environment, developing appropriate metrics that measure and optimize the fuller value proposition of simulation."]},{"key":"dc:title","label":"Title","values":["Why Don’t We Practice? 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Using an action research framework with participatory reflection, focus groups and interviews offered insight into the experiences of simulation practitioners across BC, giving rise to four key recommendations: build awareness through a clearly articulated vision; strengthen partnerships to ensure synergy with executive and operational leaders for a culture of continued learning; revitalize strategic planning and goal setting for organizational alignment; and create a research-driven environment, developing appropriate metrics that measure and optimize the fuller value proposition of simulation."],"dc:identifier.uri":["https://hdl.handle.net/10613/27586","https://doi.org/10.25316/IR-19258"],"dc:language.iso":["en_US"],"dc:subject":["School of leadership studies"],"dc:title":["Why Don’t We Practice? Weaving Simulation into the Fabric of Quality Care"],"dc:type":["Thesis"]},"updated_at":"2026-07-27T20:47:33Z"}