I am Msc Advanced Nursing student this coure work is Portfolio Exercise 3: Appraising the context for project implementation
Consider the following questions in relation to your educational resource (= your ‘project’).
My educational resource is family leaflet, this leaflet for family who have family member diagnosis with Epilepsy (Seizure). It works as management plan for epilepsy and how family help someone having a seizure (during and after seizure sudden)

Could you please answer those questions, I will upload the paper which need from you to answer the instruction and questions according to this leaf.
Portfolio Exercise 3: Appraising the context for project implementation

Consider the following questions in relation to your educational resource (= your ‘project’).
1 What is the purpose of the proposed resource? How will it advance practice?
2 What makes the project worth doing?
3 Which of the following ‘stakeholders’ will your project affect or involve, and how?
• Service users/patients
• Nursing colleagues/peers
• Medical colleagues

• Immediate manager
• Senior (strategic) management
4. Are other parties (e.g. professional organisations, self-help groups, private companies) interested, affected or involved?
5. Do any of the stakeholders identified in (3) and (4) have influence in connection with your project? Use the list below to consider the difference between ‘power to’ and ‘power over’ in relation to each of the stakeholders:

Power over Power to
Resources Co-operate / say no
People Disrupt / support
Access Close off / open up
Permission Deny / recognize
Time
Places
Force Field Analysis

Many writers on change in the health service use Lewin’s Force Field Analysis . To use this technique, draw two columns. List the driving forces for change on the left (all the potential benefits, the factors in favour of getting the proposed resource into practice and the sources of support). On the right, list the restraining forces (weak points in the design, likely opponents and the factors that might make getting the resource into practice diferent To desired future Driving Restraining forces

The dynamic nature of organisational equilibrium means that the harder the line is pushed in one direction, the harder ‘it’ pushes back. ‘Weight’ the various pushing and resisting forces as high, medium or low according to how powerful or decisive you think they are likely to be. The astute change leader puts the maximum effort into reviewing the forces of opposition and seeking ways in which to weaken their effect. Prepare a strategy that will help you to implement the desired change, bearing in mind the various ‘weighted’ forces