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The
NPC recently teamed up with Professor Trisha Greenhalgh,
Professor of Primary Health Care, UCL to deliver two
workshops on how to spread good ideas and implement
change in practice.
Workshop summary
Course materials
Learning outcomes
Many
of us struggle to implement change. For example, if
a piece of NICE guidance is published, the uptake of
this advice often varies, not only across the country,
region or PCT, but from individual to individual. Often
this is because the need for change goes beyond the
individual and extends to the level of the organisation
or the system.
Despite
what the management consultants say, there is no quick-fix
formula for achieving change in a complex system. Theories
of change are ubiquitous, but they can prove frustratingly
unhelpful in the real world of the NHS.
Rather
than giving delegates a toolkit or a detailed plan telling
them ‘the answer’, Trisha highlighted what
the evidence around implementation was (having recently
written a systematic review ! of the subject) and then
pointed out why the evidence on implementation wasn’t
being implemented.
Delegates
were encouraged to share their own examples of how complex
innovations had been adopted (or not) and what the potential
barriers to this change had been.
Those
attending derived a degree of reassurance from the experiences
of others, who were also clearly struggling to implement
change. Many comments along the lines of ‘so now
I see why this policy didn’t work’ were
heard throughout the two days.
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Workpack
PowerPoint
slides
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The
aims of this workshop were
- To
promote understanding of the individual (behavioural
and motivational) and organisational issues involved
in moving from research evidence to effective clinical
practice and healthcare policy.
- To
introduce some conceptual tools, based on the diffusion
of innovations literature, which may prove useful
in analysing and addressing the introduction of complex
system-level innovations in healthcare organisations.
By
the end of this workshop, we hoped that delegates would
be able to
- Identify
the characteristics of a practice guideline that are
likely to promote (or inhibit) its implementation
by health professionals and healthcare teams;
- Identify
the main issues to address when expecting individuals
to! change their behaviour in relation to a new guideline
or protocol;
- Use
people creatively in spreading the message about an
evidence-based innovation (including opinion leaders,
change agents, boundary spanners, and champions);
- Identify
the characteristics of an organisation that will promote
(or inhibit) the introduction of evidence-based guidelines
or protocols;
- Assess
the readiness of an organisation or system in relation
to a particular guideline, protocol or other complex
innovation.
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