Powerpoint presentation from 'Demystifying Knowledge Transfer: an introduction to Implementation Science' - 28th May 2014.
Facilitated by Professor Jeremy Grimshaw and Dr Justin Presseau
What is implementation science and why should you careLisa Muldrew
This seminar will discuss the emerging field of implementation science with a focus on its application within clinical settings. Topics will include an overview of implementation science, how implementation science is positioned within the translation continuum, common conceptual models and analytic frameworks used in implementation science and a study example.
Aposta per un model organitzatiu diferent en atencio primària. Experiència en...Societat Gestió Sanitària
Projecte finalista a la I edició dels Premis a Millors Projectes de Coordinació i Integració de la Sanitat Catalana, convocats per la Societat Catalana de Gestió Sanitària.
What is implementation science and why should you careLisa Muldrew
This seminar will discuss the emerging field of implementation science with a focus on its application within clinical settings. Topics will include an overview of implementation science, how implementation science is positioned within the translation continuum, common conceptual models and analytic frameworks used in implementation science and a study example.
Aposta per un model organitzatiu diferent en atencio primària. Experiència en...Societat Gestió Sanitària
Projecte finalista a la I edició dels Premis a Millors Projectes de Coordinació i Integració de la Sanitat Catalana, convocats per la Societat Catalana de Gestió Sanitària.
Interoperability is one of the most critical issues facing the health care industry today. A universal exchange language is needed to assist health care providers in sharing health information in order to coordinate diagnosis and treatment, while maintaining privacy and security of personal data. Health Information Exchanges (HIE) allow for the movement of clinical data between disparate systems; they enable providers to electronically share health records through a network. This presentation provides an overview of HIE and the Meaningful Use requirement related to the exchange of clinical information as well as information about standards of exchange and the recommended "next steps" for providers.
Health Economics with Taxation and Land Reform Midterm.ppt
Discusses:
The Demand for Health Care
: Introduction
: Determinants of Health Seeking Behavior
The Supply of Health Care Services
: Factors that affect the Supply of Manpower
: The Supply of Hospital Services
The Concept of Demographic Transition
The scientific study of methods to promote the systematic uptake of research findings and other evidence-based practices into routine practice and hence improve the quality and effectiveness of health services
March 02, 2018
Value-based health care is one of the most pressing topics in health care finance and policy today. Value-based payment structures are widely touted as critical to controlling runaway health care costs, but are often difficult for health care entities to incorporate into their existing infrastructures. Because value-based health care initiatives have bipartisan support, it is likely that these programs will continue to play a major role in both the public and private health insurance systems. As such, there is a pressing need to evaluate the implementation of these initiatives thus far and to discuss the direction that American health care financing will take in the coming years.
To explore this important issue, the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School collaborated with Ropes & Gray LLP to host a one-day conference on value-based health care. This event brought together scholars, health law practitioners, and health care entities to evaluate the impact of value-based health care on the American health care system.
For more information, visit our website at: http://petrieflom.law.harvard.edu/events/details/will-value-based-care-save-the-health-care-system
Interoperability is one of the most critical issues facing the health care industry today. A universal exchange language is needed to assist health care providers in sharing health information in order to coordinate diagnosis and treatment, while maintaining privacy and security of personal data. Health Information Exchanges (HIE) allow for the movement of clinical data between disparate systems; they enable providers to electronically share health records through a network. This presentation provides an overview of HIE and the Meaningful Use requirement related to the exchange of clinical information as well as information about standards of exchange and the recommended "next steps" for providers.
Health Economics with Taxation and Land Reform Midterm.ppt
Discusses:
The Demand for Health Care
: Introduction
: Determinants of Health Seeking Behavior
The Supply of Health Care Services
: Factors that affect the Supply of Manpower
: The Supply of Hospital Services
The Concept of Demographic Transition
The scientific study of methods to promote the systematic uptake of research findings and other evidence-based practices into routine practice and hence improve the quality and effectiveness of health services
March 02, 2018
Value-based health care is one of the most pressing topics in health care finance and policy today. Value-based payment structures are widely touted as critical to controlling runaway health care costs, but are often difficult for health care entities to incorporate into their existing infrastructures. Because value-based health care initiatives have bipartisan support, it is likely that these programs will continue to play a major role in both the public and private health insurance systems. As such, there is a pressing need to evaluate the implementation of these initiatives thus far and to discuss the direction that American health care financing will take in the coming years.
To explore this important issue, the Petrie-Flom Center for Health Law Policy, Biotechnology, and Bioethics at Harvard Law School collaborated with Ropes & Gray LLP to host a one-day conference on value-based health care. This event brought together scholars, health law practitioners, and health care entities to evaluate the impact of value-based health care on the American health care system.
For more information, visit our website at: http://petrieflom.law.harvard.edu/events/details/will-value-based-care-save-the-health-care-system
Using Implementation Science to transform patient care (Knowledge to Action C...NEQOS
Master Class presentation and workshop materials from the NENC AHSN Collaborating for Better Care Partnership's Master Class, led by Professor Jeremy Grimshaw' on 1st September 2014
Txt 4 Success: Utilizing text messaging to shift students' college-going beha...Jessica Vodden
Across the world, outreach professionals are finding that text messaging can be an effective platform to address social issues by prompting changes to individuals' behavior and serving as an outlet to provide personalized counseling and support. This presentation focuses on the experiences of two organizations - the West Virginia Higher Education Policy Commission (HEPC) and uAspire - in utilizing text messaging to promote college access and support college retention and success. The projects featured are supported by the work of Signal Vine, LLC, a company specializing in personalized, two-way text messaging platforms tailored to the needs of education organizations. HEPC is a state agency which serves as the coordinating body for West Virginia's public four-year colleges and universities. uAspire is a non-profit organization focusing on college affordability. This work is informed by the research of Drs. Ben Castleman and Lindsay Page and funded in part by the Kresge Foundation. Co-authors/presenters: Dr. Sarah Beasley, Alexandra Chewning, and Brian Kathman.
Keynote Wheel of Persuasion - Bart Schutz of Online Dialogue on how to persua...Online Dialogue
Chief Persuasion Officer Bart Schutz will be keynoting about his Wheel of Persuasion on marketing & optimization conferences throughout Europe in october & november 2014:
Conversion Jam - Stockhom, Sweden
Conversions@Google - Dublin, Ireland
iLive - Riga, Latvia
Conversion Conference - London, England
Conversion Conference - Berlin, Germany
Conversion Summit - Istanbul, Turkey
Conversion Hotel - Texel, the Netherlands
At these conferences he will present his Maxima (System 1) and Willem (System 2) story and inspire you how to persuade these two parts of your customers brains. This slideset is the main slideset for each conference and is extended with extra A/B-testcases.
More info:
http://wheel-of-persuasion.com (the knowledge source)
http://online-dialogue.com (hire our team)
http://testing.agency (fast and quality A/B-test development)
http://abtestguide.com (you A/B-test workflow tool)
and http://Persuasion.tips for an overview of Bart his recent work.
Keynote Digital Data Tips Tuesday - Amsterdam - June 24th 2014 - A/B-testing ...Online Dialogue
Keynote by @tonw / Ton Wesseling - CEO of http://testing.agency - he shares all the failures he saw and also made himself on analytics and A/B-testing.
Are you also questioning why your total website revenue is not exploding after you've put all those A/B-test winners live? Find the answers in these slides.
his is the first in a series of interactive webinars designed to build capacity in the basic principles of knowledge translation and implementation science.
WATCH-ON DEMAND: https://goo.gl/hnp8gi
Chapter 7. The Evidence for Evidence-Based Practice Implem.docxspoonerneddy
Chapter 7. The Evidence for Evidence-Based Practice
Implementation
Marita G. Titler
Background
Overview of Evidence-Based Practice
Evidence-based health care practices are available for a number of conditions such as asthma,
heart failure, and diabetes. However, these practices are not always implemented in care
delivery, and variation in practices abound.1–4 Traditionally, patient safety research has focused
on data analyses to identify patient safety issues and to demonstrate that a new practice will lead
to improved quality and patient safety.5 Much less research attention has been paid to how to
implement practices. Yet, only by putting into practice what is learned from research will care be
made safer.5 Implementing evidence-based safety practices are difficult and need strategies that
address the complexity of systems of care, individual practitioners, senior leadership, and—
ultimately—changing health care cultures to be evidence-based safety practice environments.5
Nursing has a rich history of using research in practice, pioneered by Florence Nightingale.6–
9 Although during the early and mid-1900s, few nurses contributed to this foundation initiated
by Nightingale,10 the nursing profession has more recently provided major leadership for
improving care through application of research findings in practice.11
Evidence-based practice (EBP) is the conscientious and judicious use of current best
evidence in conjunction with clinical expertise and patient values to guide health care
decisions.12–15 Best evidence includes empirical evidence from randomized controlled trials;
evidence from other scientific methods such as descriptive and qualitative research; as well as
use of information from case reports, scientific principles, and expert opinion. When enough
research evidence is available, the practice should be guided by research evidence in conjunction
with clinical expertise and patient values. In some cases, however, a sufficient research base may
not be available, and health care decisionmaking is derived principally from nonresearch
evidence sources such as expert opinion and scientific principles.16 As more research is done in a
specific area, the research evidence must be incorporated into the EBP.15
Models of Evidence-Based Practice
Multiple models of EBP are available and have been used in a variety of clinical settings.16–36
Although review of these models is beyond the scope of this chapter, common elements of these
models are selecting a practice topic (e.g., discharge instructions for individuals with heart
failure), critique and syntheses of evidence, implementation, evaluation of the impact on patient
care and provider performance, and consideration of the context/setting in which the practice is
implemented.15, 17 The learning that occurs during the process of translating research into
practice is valuable information to capture and feed back into the process, so that.
Chapter 7. The Evidence for Evidence-Based Practice Implem.docxmccormicknadine86
Chapter 7. The Evidence for Evidence-Based Practice
Implementation
Marita G. Titler
Background
Overview of Evidence-Based Practice
Evidence-based health care practices are available for a number of conditions such as asthma,
heart failure, and diabetes. However, these practices are not always implemented in care
delivery, and variation in practices abound.1–4 Traditionally, patient safety research has focused
on data analyses to identify patient safety issues and to demonstrate that a new practice will lead
to improved quality and patient safety.5 Much less research attention has been paid to how to
implement practices. Yet, only by putting into practice what is learned from research will care be
made safer.5 Implementing evidence-based safety practices are difficult and need strategies that
address the complexity of systems of care, individual practitioners, senior leadership, and—
ultimately—changing health care cultures to be evidence-based safety practice environments.5
Nursing has a rich history of using research in practice, pioneered by Florence Nightingale.6–
9 Although during the early and mid-1900s, few nurses contributed to this foundation initiated
by Nightingale,10 the nursing profession has more recently provided major leadership for
improving care through application of research findings in practice.11
Evidence-based practice (EBP) is the conscientious and judicious use of current best
evidence in conjunction with clinical expertise and patient values to guide health care
decisions.12–15 Best evidence includes empirical evidence from randomized controlled trials;
evidence from other scientific methods such as descriptive and qualitative research; as well as
use of information from case reports, scientific principles, and expert opinion. When enough
research evidence is available, the practice should be guided by research evidence in conjunction
with clinical expertise and patient values. In some cases, however, a sufficient research base may
not be available, and health care decisionmaking is derived principally from nonresearch
evidence sources such as expert opinion and scientific principles.16 As more research is done in a
specific area, the research evidence must be incorporated into the EBP.15
Models of Evidence-Based Practice
Multiple models of EBP are available and have been used in a variety of clinical settings.16–36
Although review of these models is beyond the scope of this chapter, common elements of these
models are selecting a practice topic (e.g., discharge instructions for individuals with heart
failure), critique and syntheses of evidence, implementation, evaluation of the impact on patient
care and provider performance, and consideration of the context/setting in which the practice is
implemented.15, 17 The learning that occurs during the process of translating research into
practice is valuable information to capture and feed back into the process, so that ...
Professor Cindy Farquhar
Cochrane Menstrual Disorders & Subfertility Group
NZ Cochrane Branch of the Australasian Cochrane Centre
New Zealand Guidelines Group
National Women’s Health
University of Auckland
Let's Talk Research Annual Conference - 24th-25th September 2014 (Professor R...NHSNWRD
"Introduction to Evidence Synthesis": Professor Rumona Dickson's presentation provided an overview of evidence synthesis and a platform to refine questions that participants wanted to answer related to their own clinical practice. The workshop also included information detailing how teams of health care professionals might access support for addressing their clinical review questions through the CPD programme of the CLAHRC NWC.
Innovative research approaches to improve evidence in global healthEmilie Robert
Presentation given at the Canadian Conference on Global Health in 2015 in Montreal, with Federica Fregonese, Pierre Minn, Emilie Robert and Georges -Chalers Thiebaut
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Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
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For those battling kidney disease and exploring treatment options, understanding when to consider a kidney transplant is crucial. This guide aims to provide valuable insights into the circumstances under which a kidney transplant at the renowned Hiranandani Hospital may be the most appropriate course of action. By addressing the key indicators and factors involved, we hope to empower patients and their families to make informed decisions about their kidney care journey.
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'Demystifying Knowledge Transfer- an introduction to Implementation Science Master Class (Newcastle 28 May 2014)
1. Collaborating for Better Care
Partnership
Master Class: ‘Demystifying Knowledge Transfer’:
Implementing Evidence Based Guidance
An introduction to Implementation Science
28th May 2014
International Centre for Life
@AHSN_NENC
@JPresseau
3. Programme
10.10 Session 1: Implementing evidence based guidance
11.00 Session 2: Case studies (working in pairs-followed by group feedback)
11.30 Coffee & biscuits
11.45 Session 3a: Behavioural approaches to implementing evidence based guidance
Identifying barriers and modifiable determinants
12.15 Sessions 3b: Identifying barriers and modifiable determinants of implementation
Neighbour discussion (15 mins) plus some feedback time (15 mins).
Jeremy/Justin barrier assessment in case studies
13.15 Lunch
14.00 Session 4: Behavioural approaches to implementing evidence based guidance
Designing implementation programmes (Justin and Jeremy)
Case studies
Neighbour discussion (15 mins) plus some feedback time (15 mins)
15.15 Coffee
15.30 Session 5: Implementation design in case studies (Justin and Jeremy)
16.00 Summary, conclusions and group discussion - Jeremy
16.20 Concluding remarks - Paula/Jackie
16.30 Close
8. Background
‘All breakthrough, no follow through’
Woolf (2006) Washington Post op ed
Much of the US $100 billion/year worldwide
investment in biomedical and health research is
wasted because of dissemination and
implementation failures
10. Background
Why do we need to think about implementation?
• Consistent evidence of failure to translate
research findings into clinical practice
– 30-40% patients do not get treatments of proven
effectiveness
– 20–25% patients get care that is not needed or
potentially harmful
Schuster, McGlynn, Brook (1998). Milbank Memorial Quarterly
Grol R (2001). Med Care
• Suggests that implementation of evidence based care is
fundamental challenge for healthcare systems to optimise
care, outcomes and costs
18. Throw everything at the problem!
1628466356N =
Absolute effect size
Number of interventions in treatment group
>44321
80%
60%
40%
20%
0%
-20%
-40%
-60%
-80%
Grimshaw et al
(2004) Health
Technology
Assessment
19. To date, many organisational responses to poor
implementation have failed to achieve optimal
care despite considerable investments
Most approaches to changing clinical practice are
more often based on beliefs than on scientific
evidence
‘Evidence based medicine should be complemented
by evidence based implementation’
Grol (1997). British Medical Journal
21. Implementing evidence based
practices
• Implementation is about ensuring that
stakeholders are aware of and use research
evidence to inform their decision making and
actions to improve processes and outcomes of
care
22. Implementing evidence based
practices
• Successful implementation depends upon:
– Internal knowledge (eg performance data, tacit knowledge
of how organisation (and individuals) work)
– External knowledge (eg clinical and implementation
science)
– Behaviour and organisational change expertise
24. Implementation Science
• Implementation is a human enterprise that can
be studied to understand and improve
implementation approaches
• Implementation science is the scientific study of
the determinants, processes and outcomes of
implementation.
• Goal is to develop a generalisable empirical and
theoretical basis to optimise implementation
activities
25. Implementation Science
applied health research
capacity building
co-optation - cooperation - competing
diffusion*
dissemination*
getting knowledge into practice
impact
Implementation*
knowledge communication
knowledge cycle
knowledge exchange
knowledge management
knowledge translation
knowledge mobilization
knowledge transfer
linkage and exchange
popularization of research,
research into practice
research mediation
research transfer
research translation
science communication
teaching
“third mission”
translational research
transmission
utilization
*cited most frequently
29. Implementation science
• Implementation science is a research relatively new field in
health research
• Inherently interdisciplinary
• Wide range of disciplines need to be engaged
– Clinical
– Health services research
– Social sciences
– Design and engineering
– Informatics
– Methodologists
• Broad range of forms of enquiry needed
30. Implementation science
• Knowledge synthesis (what care should we be providing, what do we
know about the effectiveness of different implementation approaches);
• Research into the evolution of and critical discourse around research
evidence;
• Research into knowledge retrieval, evaluation and knowledge
management infrastructure
• Identification of implementation failures;
• Development of methods to assess barriers and facilitators to
implementation;
• Development of the methods for optimising implementation programs;
• Evaluations of the effectiveness and efficiency of implementation
programs;
• Sustainability and scalability of implementation programs;
• Development of implementation science theory; and
• Development of implementation science research methods.
31. Knowledge to action cycle
Knowledge to
action cycle
Graham et al (2006).
Lost in Knowledge
Translation. Time for
a Map? Journal of
Continuing Education
for Health
Professionals
32. Knowledge creation funnel
Potential barriers to evidence based practice –
knowledge management
• Over 20,000 health journals published per year
– Average time professionals have available to read = <1 hour/week
• Published research of variable quality and relevance
– Research users (consumers, health care professionals, policy makers,
researchers) often poorly trained in critical appraisal skills
• Individual studies rarely by themselves provide sufficient
evidence for policy or practice changes
– Individual studies are often misleading
33. Don’t believe the hype: early highly
positive results often contradicted
34. • Analyzed 115 articles published in 1990-2003
in the 3 major general medical journals (NEJM,
JAMA, Lancet) and specialty journals that had
received over 1000 citations each by August
2004
• 49 reported evaluations of health care
interventions; 45 claimed that the
interventions were effective.
• By 2004 5/6 non randomised studies and 9/39
randomised trials were already contradicted
or found to be exaggerated
Don’t believe the hype: early highly
positive results often contradicted
Ioannidis JP. JAMA 2005
36. • AHSC release average of 49 press releases annually
• 44% promoted animal or laboratory research
– 74% of these explicitly claimed relevance to human health.
• 47.5% were about primary human research
– 23% omitted study size
– 34% failed to quantify results
– 17% promoted studies with the strongest designs (randomized trials or
meta-analyses)
– 40% reported results of weak designs (uncontrolled studies, small
samples (30 participants), surrogate primary outcomes, or unpublished
data) but 58% lacked relevant caution
Don’t generate the hype
37. Knowledge creation funnel
Systematic reviews are a generic methodology
used to synthesise evidence from a broad range
of research methods addressing different
questions
38. Knowledge creation funnel
The steps involved in undertaking a systematic review include
– stating the objectives of the research
– defining eligibility criteria for studies to be included
– identifying (all) potentially eligible studies
– applying eligibility criteria
– assembling the most complete dataset feasible
– analysing this dataset, using statistical synthesis and
sensitivity analyses, if appropriate and possible
– preparing a structured report of the research.
39. Systematic reviews are a generic methodology used
to synthesise evidence from a broad range of
research methods addressing different questions
– Effectiveness of health care interventions
– Diagnostic and screening tests
– Determinants of health
– Aetiological epidemiological studies
– Genetic epidemiological studies
– Health system issues (eg quality of discharge coding)
– Qualitative methods – consumers’ experiences of
health care
Knowledge creation funnel
40. Knowledge creation funnel
Clarke MJ, Hopewell S, Juszczak E, Eisinga A, Kjeldstrøm M. Compression
stockings for preventing deep vein thrombosis in airline passengers. Cochrane
Database of Systematic Reviews 2006, Issue 2. Art. No.: CD004002.
43. Cochrane Effective Practice and
Organisation of Care (EPOC) Group
• Cochrane Effective Practice and Organisation of
Care (EPOC) group undertakes systematic reviews
of interventions to improve health care systems
and health care delivery including:
– Professional interventions (e.g. continuing
medical education, audit and feedback)
– Financial interventions (e.g. professional
incentives)
– Organisational interventions (e.g. the expanded
role of pharmacists)
– Regulatory interventions
44. Cochrane Effective Practice and
Organisation of Care (EPOC) Group
EPOC Progress to date
• 96 reviews, 1 overview, 36 protocols
• Professional interventions
– Audit and feedback: effects on professional practice and health care
outcomes
– The effects of on-screen, point of care computer reminders on
processes and outcomes of care
• Organisational interventions
– The effectiveness of strategies to change organisational culture to
improve healthcare performance
– Lay health workers in primary and community health care for
maternal and child health and the management of infectious diseases
45. Cochrane Effective Practice and
Organisation of Care (EPOC) Group
EPOC Progress to date
• Financial interventions
– The impact of user fees on access to health services in low- and
middle-income countries
– Capitation, salary, fee-for-service and mixed systems of payment:
effects on the behaviour of primary care physicians
• Regulatory interventions
– Effects of changes in the pre-licensure education of health workers on
health-worker supply
– Pharmaceutical policies: effects of cap and co-payment on rational
drug use
46. Cochrane Effective Practice and
Organisation of Care (EPOC) Group
Intervention # of trials Median absolute
effect
Interquartile
range
Audit and feedback
(Ivers 2011)
140 +4.3% +0.5% - +16%
Educational meetings
(Forsetlund 2009)
81 +6% +3 – +15%
Financial incentives
(Scott 2011)
3 NA NA
Hand hygiene
(Gould 2010)
1 NA NA
47. Factors influencing effectiveness of
audit and feedback
Ivers N et al. Audit and feedback: effects on
professional practice and health care outcomes.
Cochrane Library 2012
– Larger effects were seen if:
• baseline compliance was low.
• the source was a supervisor or colleague
• it was provided more than once
• it was delivered in both verbal and written formats
• it included both explicit targets and an action plan
48. Summary
Knowledge creation funnel
• The results of individual studies need to be interpreted alongside the
totality of evidence (ie systematic reviews)
• Emphasis on KT of individual studies may distract the stakeholder
group (increasing the noise to signal)
– ‘Don’t believe the hype’
– ‘Don’t generate the hype’
• Substantial evidence of effectiveness of implementation interventions
• Average effects modest but considerable variation of observed effects
suggesting that intervention design features and contextual factors
likely effect modifiers
• Key (research and service) challenge is how to optimise interventions
and tailor intervention to context
49. Knowledge infrastructure
• Knowledge management is fundamental
challenge for health care organisations wishing to
use evidence
• There is a need to develop knowledge
infrastructure (services and processes)
– Knowledge intelligence services
– Rapid synthesis services
– Requirements for statement about evidence
considered in high level policy documents (eg senior
management team submissions)
– ….
50. Is research working for you?
http://www.cfhi-
fcass.ca/PublicationsAnd
Resources/ResourcesAnd
Tools/SelfAssessmentTool
.aspx
51. Is research working for you?
1. Acquire
1.1 Are we able to acquire research?
1.2 Are we looking for research in the right places?
2. Assess
2.1 Can we tell if the research is valid and of high quality?
2.2 Can we tell if the research is relevant and applicable?
3. Adapt
3.1 Can we summarize results in a user-friendly way
4. Apply
4.1 Do we lead by example and show that we value research use?
4.2 Do our decision making processes have a place for research?
53. Knowledge to action cycle
Knowledge to
Action loop
From: Graham ID et al. Lost in
Knowledge Translation: Time
for a Map? Journal of
Continuing Education in the
Health Professions, 2006
54. Adapting knowledge to local context
• May require additional data collection to
assess applicability of knowledge to local
context
• May require modification of recommended
actions based upon applicability, resources
and contextual issues
55. Summary
• Implementation is about ensuring that stakeholders
are aware of and use research evidence to inform
their decision making and actions to improve
processes and outcomes of care
• Implementation science is the scientific study of the
determinants, processes and outcomes of
implementation.
56. Summary
• Successful implementation depends upon:
– Internal knowledge (eg performance data, tacit knowledge
of how organisation (and individuals) work)
– External knowledge (eg clinical and implementation
science)
– Behaviour and organisational change expertise
• Adopting a systematic (theoretically informed) approach will
likely enhance likelihood of successful implementation
• The knowledge to action cycle is a useful planning framework.
58. How would you tackle this?
• Two scenarios: choose one scenario, then
work in pairs at your tables
– Hand hygiene
– Diabetes care
• Spend 15 minutes in pairs
• Feedback to your table for 5 minutes
• General thoughts from tables 10 minutes
59. Scenario 1
Hand hygiene in hospital
staff
• Healthcare-associated infections are
among top 10 causes of hospital
deaths worldwide
• Hand hygiene (washing or
disinfecting hands) is most effective
and cost-effective prevention
method
• Adherence to hand hygiene
recommendations consistently
below 50%
Scenario 2
Diabetes care in primary care
2011-2012 National diabetes audit showed:
- 66% of patients meet guideline-recommended
treatment targets HbA1c (<=58mmol/mol)
- 47% had blood pressure < 140/80mmHg
- 41% reaching cholesterol target of <4mmol/L
- 22% meeting all three targets
- Care process completion has plateaued
2011 National study of 99 practices showed:
• 73% of patients received general education
• 51% with BMI>30 received weight advice
• 68% received self-management advice
• 59% prescribed for HbA1c when above target
• 40% prescribed when BP above target
How would you improve the
implementation of hand hygiene
practices in hospital?
How would you improve the quality of
diabetes care in primary care?
Spend 15 minutes in pairs
Feedback to your table for 5 minutes
General thoughts from tables 10 minutes
60. Feedback
How would you improve the
implementation of hand hygiene
practices in hospital?
How would you improve the quality of
diabetes care in primary care?
62. Knowledge to action cycle
Knowledge to
Action loop
From: Graham ID et al. Lost in
Knowledge Translation: Time
for a Map? Journal of
Continuing Education in the
Health Professions, 2006
63. Barriers to implementation
• Structural (e.g. financial disincentives)
• Organisational (e.g. inappropriate skill mix, lack of
facilities or equipment)
• Peer group (e.g. local standards of care not in line
with desired practice)
• Individual (e.g. knowledge, attitudes, skills)
• Professional - patient interaction (e.g. problems
with information processing)
64. A behaviour change approach to
implementation science
• Behaviour change approaches apply to any
level: from individuals to groups to
organisations
– Diagnosis:
• Who needs to do what, differently?
• What is preventing them from doing so
– Intervention:
• Help them change what they do to promote
implementation
65. Identifying behaviours of interest
• What is the behavior (or series of linked
behaviors) that you are trying to change?
• Who performs the behavior(s)? (potential
adopter)
• When and where does the potential adopter
perform the behavior?
• Are there obvious practical barriers to performing
the behavior?
• Is the behavior usually performed in stressful
circumstances? (potential for acts of omission)
66. Identifying whose behaviour(s)
need to change
• Often useful to specify target behaviours in terms of:
– Actor performing the behaviour
– Action being performed
– Target at which the action is directed
– Context in which action is performed
– Time during which the action is performed.
• Provides clarity regarding what to change
67. Why use theory?
• An organized, heuristic, coherent, and systematic
articulation of a set of statements related to significant
questions that are communicated in a meaningful whole for
the purpose of providing a generalisable form of
understanding.
Meleis AI: Theoretical nursing. Development and progress
• It describes observations, summarizes current evidence,
proposes explanations, and yields testable hypotheses.
• It represents aspects of reality that are discovered or
invented for describing, explaining, predicting and
controlling a phenomenon
The Improved Clinical Effectiveness through Behavioural Research Group(ICEBeRG). (2006) Imp Sci
Assessing barriers to
implementation
68. Why use theory?
• Interventions are likely to be more effective if
they target determinants of behaviour
• Theoretical frameworks facilitate accumulation
and integration of evidence
– across context, population and behaviour
– of effects and of causal mechanisms
• Allows refinement and development of theory
and, hence, more effective interventions
Assessing barriers to
implementation
69. What levels of theory?
• Ferlie and Shortell suggest four levels of interventions to
improve the quality of health care:
– the individual health professional;
– health care groups or teams;
– organisations providing health care (e.g., NHS trusts);
– the larger health care system or environment in which
individual organisations are embedded.
• Different types of theory will be relevant to interventions
at different levels
Ferlie, Shortell (2001). Milbank Quarterly
Assessing barriers to
implementation
70. Making sense of theory
• Multiple theories and frameworks of
individual and organizational behaviour
change, often with conceptually overlapping
constructs
• Two recent attempts to make theory more
accessible
– Theoretical domains framework
– Behaviour change wheel
72. Theoretical domains framework
• Conceptual mapping of 128 explanatory
constructs drawing on 33 psychological
theories
• Identified 14 domains covering main known
factors influencing behaviour and behaviour
change
73. Theoretical domains framework
• Knowledge
– Aware of guidelines and evidence?
• Skills
– Sufficient training in techniques required?
• Social/professional role and identity
– Is the action part of what the actor sees as
‘typical’ of their profession?
• Beliefs about capabilities
– Confident in capacity to do the behaviour?
What makes it easier or difficult?
• Optimism
– Is the actor generally optimistic that doing
the behaviour will make a difference in the
grand scheme of things?
• Beliefs about consequences
– What the the benefits and negative aspects
of doing the behaviour?
• Reinforcement
– Does the behaviour lead to any personal or
external reward when it is performed?
• Intentions
– How motivated is the actor to do this?
• Goals
– How much of a priority is this action
compared to other competing demands?
• Memory, attention and decision
processes
– Does the actor ever forget? Are there
reminders in place?
• Environmental context and resources
– Are there sufficient resources to do the
behaviour? If not, what is missing?
• Social influences
– Who influences the decision to perform the
behaviour?
• Emotion
– Is performing the behaviour stressful?
• Behavioural regulation
– What does the actor personally do to ensure
that they perform the behaviour?
Cane et al 2012 (Impl.Sci.)
75. From the TDF to COM-B
Michie, van Stralen,
West (2011) Impl.Sci.
Ability
• Physical
• Psychological
Environmental factors
• Physical
• Social
Conscious and
automatic decision
processes
76. Physical: physical skills
Psychological: Knowledge,
cognitive and interpersonal skills,
memory/ attention/ decisions
processes, behavioural
regulation
Reflective: intention, goals,
social/professional role and
identity, beliefs about
capabilities, beliefs about
consequences, optimism
Automatic: reinforcement,
emotions
Physical: Environmental context
and resources
Social: Social influences
Linking the TDF to the COM-B Model
Michie, Atkins, West (2014)
77. Should we use the TDF or COM-B?
• COM-B highlights higher-level factors
• TDF provides a fine-grained analysis that can
be aggregated to the COM-B level
78. Summary so far
Whatever the level of granularity of the assessment,
theory provides a way to assess barriers to
implementation that provides…
– Common language for building cumulative knowledge-
base to learn from past successes (and failures)
– Move beyond trial and error and ISLAGIATT
– Provides a basis for designing targeted interventions
optimised to address identified barriers to improve
care
79. Sessions 3b: Identifying barriers
and modifiable determinants of
implementation
Professor Jeremy Grimshaw
Dr Justin Presseau
• Neighbour discussion (15 min) Feedback time (15 min)
• Barrier assessment in case studies
80. Small group exercise
• Diagnosing the implementation problem
1. Whose behaviour needs to change?
2. Which behaviour(s)/actions do they need to
change?
3. What are the barriers stopping them?
• Using COM-B or TDF as your framework for assessing
barriers
81. Scenario 1
Hand hygiene in
hospital staff
Scenario 2
Diabetes care in
primary care
In pairs, discuss the following
1. What is the specific behaviour in terms of:
ACTION: the specific behaviour(s)
ACTOR(s): the person(s) whose behaviour needs to change
TARGET: details of the recipient of the action
CONTEXT: where is the action performed?
TIME: When is the action performed
2. Using the TDF or COM-B, identify which barriers may stopping them
Spend 15 minutes in pairs
Feedback to your table for 5 minutes
General thoughts from tables 10 minutes
With your neighbour: Choose a scenario:
OR
82. Small group exercise
• Feedback
• What are advantages and disadvantages of
using the theoretical domains framework
84. Theoretical domains framework –
physician hand hygiene example
Determinants of behaviour
• Knowledge
• Skills
• Social/professional role and identity
• Beliefs about capabilities
• Optimism
• Beliefs about consequences
• Reinforcement
• Intentions
• Goals
• Memory, attention and decision processes
• Environmental context and resources
• Social influences
• Emotion
• Behavioural regulation
Cane et al (2012)
Implementation Science
85. Knowledge
• I am (not) aware of hand hygiene guidelines
and have (not) heard of the 4 moments of
hand hygiene
• I am (not) aware of evidence linking hand
hygiene to health care associated infections
• Education about hand hygiene ensures that I
practice it consistently
Theoretical domains framework –
physician hand hygiene example
86. Beliefs about consequences
• Practicing hand hygiene reduces the
transmission of infection
• While improper hand hygiene can contribute
to infection, it is not the only factor that can
do so
• Practicing hand hygiene gives patients
confidence in their physician
Theoretical domains framework –
physician hand hygiene example
87. Beliefs about Capabilities
• Hand hygiene is easy to practice
• I am not confident that I am following hand
hygiene guidelines when practicing hand
hygiene
Theoretical domains framework –
physician hand hygiene example
88. Social influence
• Patients expectations do (not) influence me to
perform hand hygiene
• If I see someone practicing hand hygiene, it
influences me to do the same
• Team culture influences others hand hygiene
practice
Theoretical domains framework –
physician hand hygiene example
89. Goals
• Hand hygiene is always a necessity
• Hand hygiene is not my highest priority in
patient emergency situations
• Hand hygiene is one of many priorities that I
have to balance every day
Theoretical domains framework –
physician hand hygiene example
90. Skills
• I do (not) consider hand hygiene a skill
• I have (not) had training in hand hygiene
practice
• With repetition, hand hygiene practice
becomes automatic
Theoretical domains framework –
physician hand hygiene example
91. Memory, attention, decision processes
• Hand hygiene is (not) an automatic process for me
• When not touching the patient or patient environment,
hand hygiene is unnecessary
• Reminders are useful for my hand hygiene practice
• Easily visible hand hygiene stations make it easier to
remember hand hygiene
Theoretical domains framework –
physician hand hygiene example
92. Social professional role and identity
• Hand hygiene is a standard part of my patient
consultations
• My hand hygiene is in line with my peers
• Physician hand hygiene compliance is
suboptimal
• It is my job to be a hand hygiene role model to
the members of my team
Theoretical domains framework –
physician hand hygiene example
93. Environment
• Easy access to hand hygiene stations makes it
easier to practice hand hygiene
• The location of hand hygiene stations is
important in facilitating hand hygiene practice
• Practicing hand hygiene takes time
• When I am busy, I am less likely to comply with
hand hygiene guidelines
Theoretical domains framework –
physician hand hygiene example
94. Environment - Nonparticipant Observation
• Observations made while on a Surgery and
Medicine Unit confirmed what was said in the
physician interviews:
– Alcohol dispensers are sometimes empty
– Alcohol dispensers blend in with the wall
– Beside alcohol bottle baskets are empty
Theoretical domains framework –
physician hand hygiene example
95. Case study:
the iQuaD example
• Three dominant theories and approaches in implementation
science:
– “If you build it they will come”: the structural approach to
behaviour change
– “There is no ‘I’ in team”: change involves exchanges and
shared processes between individuals working in teams
within organisations
– “Between the ears” : individuals’ perceptions, cognitions
beliefs, schemas, cognitive associations about their behaviour
• Rarely ever considered alongside each other. Need for empirical
comparison of theory for utility in implementation science
96. The improving Quality in Diabetes care (iQuaD) study1,2
Aim: investigate how effectively and consistently factors from predominant
organisational and behaviour theories predict
- multiple evidence-based clinical behaviors promoted in guidelines
- same sample of clinicians, primary care diabetes management in the UK
Design: Predictive. Questionnaires sent at baseline and 12 months later to GPs and
nurses in 99 practices across the UK
National study of primary care in the UK
1 Eccles et al (2011, Impl Sci); 2 Presseau et al (in press, Journal of Behavioral Medicine)
97. National study
• Outcomes:
– Clinician-level: clinicians’ self-reported behaviour at 12 months follow-up
– Practice level: patient report of care received and patient medical records
• Recruitment and response rates1
– 12 months follow-up
• 427 (289 GPs, 138 nurses) returned questionnaire (51% response rate).
• Mean of 41 patients/practice responded to questionnaire
• Main Findings
• Gaps in quality of care across the behaviours1
• Theory-based factors that predicted high quality care2
1 Eccles et al (2011, Impl Sci); 2 Presseau et al (in press, Journal of Behavioral Medicine)
98. Prescribing ...
1. ...additional antihypertensive drugs for people with type
2 diabetes whose blood pressure (BP) is above a target of
140 mm Hg for Systolic BP or 80 mm Hg for Diastolic
2. ...additional therapy for the management of glycaemic
control (HbA1c) for the management of HbA1c in people
whose HbA1c is higher than 8.0%, despite maximum
dosage of 2 oral hypoglycaemic drugs.
Providing advice about...
1. ... weight management to people with type 2 diabetes
whose BMI is above a target of 30kg/m2, even following
previous management.
2. ... self-management to people with type 2 diabetes.
3. ...general education about diabetes for people with type
2 diabetes.
Examining...
1. ...foot circulation & sensation in the feet of people with
type 2 diabetes.
Health professionals: 63%
Patient Records: 40%
Health professionals: 69%
Patient Records: 59%
Health professionals: 78%
People with diabetes: 51%
Health professionals: 77%
People with diabetes: 68%
Health professionals: 78%
People with diabetes: 73%
Health professionals: 70%
People with diabetes: 91%
Eccles et al (2011, Impl Sci)
National study: gaps in quality of care
99. Staffing ratios
Meetings
Appointment length
Admin support
Recall system
Insulin initiation
Dedicated diabetes clinic
Structured education
Access to specialist care
List size
IMD
National study: testing structural correlates
100. Procedural Justice
Relational Justice
Implementation
Behaviour
Participative Safety
Support for Innovation Implementation
Behaviour
Vision
Task Orientation
Altruism, Courtesy,
Sportsmanship,
Conscientiousness, Civic
Virtue
Implementation
Behaviour
Organizational Citizenship Behaviours (Moorman, 1991)
Team Climate (Anderson & West, 1994)
Organizational Justice (Greenberg 1990)
Elovainio, Steen, Presseau, Francis et al. (2012) Family Practice.
R2
adj = 0.01 (0.00, 0.03)
R2
adj = 0.00 (0.00, 0.03)
Predicting 12m self-
report (median, range):
R2
adj = 0.00 (0.00, 0.00)
National study: testing team theories
102. • Constructs from Organizational Theories did not predict
implementation-related behaviours
• Constructs from Behaviour Theories consistently predicted
multiple behaviours and scores showed room for improvement:
– Social cognitive theory in particular, along with habit and
post-intentional factors
• Testing different theories in the same sample across multiple
behaviours provides empirical theory selection through internal
replication
– Can be used to design intervention to improve care by targeting
modifiable factors shown to consistently predict clinicians behaviour
National study: testing multiple theories
103. Analytical
Effortful
Resource intensive
Slow, Low capacity
Conscious, deliberate2
Perceptual and cued
Minimal effort, resources
Fast, High capacity
Unconscious
Automatic
Default process
Operates in parallel2
Clinician
Behaviour
Reflective
process1
Impulsive
process1
1Strack & Deutch, 2004; 2Evans 2008
• Dual process approach provides an opportunity to jointly
• Skilled decision-making involving behaviours with highly salient consequences
(reflective process)
• Automatic responses to environmental cues in stable contexts (impulsive process)
• Dual process models suggest that behaviour is determined by two interacting process1
Towards a dual process model of clinician behaviour
104. Motivational Phase Volitional Phase
Clinician
Behaviour
Intention
Action Planning
Coping Planning
Towards a dual process model of clinician behaviour
Automaticity
1Presseau, Johnston, Heponiemi, Elovainio, Francis, Eccles, et al (in press) Annals of Behavioral Medicine
Tested a dual process model predicting
• …six clinical behaviours in same sample
• Hypothesising differences relative importance of reflective and
impulsive system depending on the behaviour
105. • Motivational process remain a key direct and indirect
predictor of clinician behaviour
• Volitional process help to explain how intentions are
translated into behaviour for advising behaviours but not
examining behaviours (unclear for prescribing)
• Automatic processes are involved in prescribing, examining
and advising behaviours, though not without the input of the
reflective process
both reflective and automatic processes involved in
predicting clinician behaviours
both could be targeted to promote the implementation of
healthcare interventions
Summary so far
106. Michie, van Stralen,
West (2011) Impl.Sci.
• Physical
• Psychological
• Physical
• Social
• Conscious
• Automatic
Interpreting iQuaD findings
according to COM-B
Predictive
107. Session 4: Behavioural approaches to
implementing evidence based guidance
Designing implementation programmes
Dr Justin Presseau
Prof Jeremy Grimshaw
108. Knowledge to action cycle
Knowledge to
Action loop
From: Graham ID et al. Lost in
Knowledge Translation: Time
for a Map? Journal of
Continuing Education in the
Health Professions, 2006
109. • Choice of implementation intervention
should be based upon:
– ‘Diagnostic’ assessment of barriers
– Understanding of mechanism of action of
interventions
– Empirical evidence about effects of interventions
– Available resources
– Practicalities, logistics etc
Designing interventions
111. Who needs to do
what differently?
Using a theoretical framework,
which barriers and enablers need
to be addressed?
Which intervention components
could overcome the modifiable
barriers and enhance the enablers?
How will we measure
behaviour change?
Designing interventions
112. Designing interventions
Who needs to do
what differently?
Using a theoretical framework,
which barriers and enablers need
to be addressed?
Which intervention components
could overcome the modifiable
barriers and enhance the enablers?
How will we measure
behaviour change?
113. • What is the behavior (or series of linked behaviors)
that you are trying to change?
• Who performs the behavior(s)? (potential adopter)
• When and where does the potential adopter perform
the behavior?
• Are there obvious practical barriers to performing the
behavior?
• Is the behavior usually performed in stressful
circumstances? (potential for acts of omission)
Designing interventions
114. Designing interventions
Who needs to do
what differently?
Using a theoretical framework,
which barriers and enablers need
to be addressed?
Which intervention components
could overcome the modifiable
barriers and enhance the enablers?
How will we measure
behaviour change?
• COM-B
• TDF
• Behaviour change
theory
115. Designing interventions
Who needs to do
what differently?
Using a theoretical framework,
which barriers and enablers need
to be addressed?
Which intervention components
could overcome the modifiable
barriers and enhance the enablers?
How will we measure
behaviour change?
116. Designing interventions
We have found it useful to distinguish…
– What we are trying to change
– Why are we trying to change it? (constructs: barriers
and enablers)
– How are we going to change it, including
• Intervention functions and Behaviour change
techniques
• Context: the mode of delivery (eg group meeting,
DVD)
• Content: how the technique will be operationalised
117. Behaviour change wheel
Michie, van Stralen, West (2012)
Central: COM-B model of
behaviour
• Intervention functions
surround the COM-B
• Policy categories to
support change
118. Behaviour change wheel: intervention
functions
Increase knowledge and understanding
Use communication tools
to provoke positive or
negative emotions or
behaviour
Develop an
expectation that a
reward will be
provided for
performance
Develop an expectation
that performance will
result in cost or
punishment
Developing physical,
cognitive or social skills
Reduce performance opportunities
through rule-setting
Make a change to the
external social or physical
context
Exposure to someone
that one identifies with
to imitate
Facilitation beyond education,
training and environmental
restructuring
119. COM-B TDF Intervention functions
Physical capability Physical skills Training
Psychological capability Knowledge Education
Cognitive and
interpersonal skills
Training
Memory, attention and
decision processes
Training; Environmental
restructuring; Enablement
Behavioural regulation Education; Training;
Modelling; Enablement
Capability
Michie, Atkins, West (2014), p113-114
From TDF, to COM-B to Intervention Functions
120. COM-B TDF Intervention functions
Physical opportunity Environmental context and
resources
Training; Restriction;
Environmental
restructuring; Enablement
Social opportunity Social influences Restriction; Environmental
restructuring; Modelling;
Enablement
Michie, Atkins, West (2014), p113-114
Opportunity
From TDF, to COM-B to Intervention Functions
121. From TDF, to COM-B to Intervention Functions
COM-B TDF Intervention functions
Reflective
motivation
Professional/social role
and identity
Education; Persuasion; Modelling
Beliefs about capabilities Education; Persuasion; Modelling; Enablement
Optimism Education; Persuasion; Modelling; Enablement
Beliefs about
consequences
Education; Persuasion; Modelling
Intentions Education; Persuasion; Incentivisation;
Coercion; Modelling
Goals Education; Persuasion; Incentivisation;
Coercion; Modelling; Enablement
Automatic
motivation
Reinforcement Training; Incentivisation; Coercion;
Environmental restructuring
Emotion Persuasion; Incentivisation; Coercion;
Modelling; Enablement
Michie, Atkins, West (2014), p113-114
Motivation
122. Links between COM-B and intervention functions
in the Behaviour Change Wheel
COM-B
Intervention functions
Education
Persuasion
Incentivisation
Coercion
Training
Restriction
Environmentalrestructuring
Modelling
Enablement
Physical capability
Psychological capability
Physical opportunity
Social opportunity
Automatic motivation
Reflective motivation
Michie, Atkins, West (2014, p116)
123. Designing interventions – from functions to
behaviour change techniques
Need greater clarity re: specific content of interventions to change behaviour
- What does an ‘educational session’ involve? What does providing a new piece of guidance
involve? What does ‘we sent our GPs on a training day’ actually involve? What are the
active ingredients of change?
- If we want to replicate and generalise efforts in implementation science, we need a shared
understanding of the content of our interventions
124. Goals and Planning
Goal setting (behavior) OR Goal setting (outcome)
Problem solving
Action planning
Review behavior goal(s) OR Review outcome goal(s)
Discrepancy between current behavior and goal
Behavioral contract
Commitment
Feedback and monitoring
Monitoring of behaviour by others without feedback
Feedback on behaviour/outcomes of behaviour
Feedback on outcomes of behaviour
Self-monitoring of behaviour
Self-monitoring of outcomes of behaviour
Monitoring of outcome(s) of behaviour without feedback
Biofeedback
Social Support
Social support (unspecified)
Social support (practical)
Social support (emotional)
Shaping Knowledge
Instruction on how to perform the behaviour
Information about Antecedents
Re-attribution
Behavioural experiments
Natural Consequences
Info about health consequences
Info about emotional consequences
Info re social and environment consequences
Salience of consequences
Monitoring of emotional consequences
Anticipated regret
Comparison of behaviour
Demonstration of the behaviour
Social comparison
Information about others’ approval
Associations
Prompts/cues
Cue signalling reward
Reduce prompts/cues
Remove access to the reward
Remove aversive stimulus
Satiation
Exposure
Associative learning
Repetition and substitution
Behavioural practice/rehearsal
Behaviour substitution
Habit formation
Habit reversal
Overcorrection
Generalisation of target behaviour
Graded tasks
Comparison of outcomes
Credible source
Pros and cons
Comparative imagining of future outcomes
Reward and threat
Incentive (outcome
Material incentive (behaviour)
Social incentive
Non-specific incentive
Self-incentive
Self-reward
Reward (outcome)
Material reward (behaviour)
Non-specific reward
Social reward
Future punishment
Regulation
Conserving mental resources
Pharmacological support
Reduce negative emotions
Paradoxical instructions
Antecedents
Adding objects to the environment
Restructuring the physical environment
Restructuring the social environment
Avoidance/reducing exposure to cues for
behaviour
Distraction
Body changes
Identity
Identification of self as role model
Framing/reframing
Incompatible beliefs
Valued self-identify
Identity associated with changed behaviour
Scheduled consequences
Behaviour cost
Punishment
Remove reward
Reward approximation
Rewarding completion
Situation-specific reward
Reward incompatible behaviour
Reward alternative behaviour
Reduce reward frequency
Remove punishment
Self-belief
Verbal persuasion about capability
Mental rehearsal of successful perform
Focus on past success
Self-talk
Covert learning
Imaginary punishment
Imaginary reward
Vicarious consequences
V1 Behaviour change techniques taxonomy (Michie et al 2013)
125. Examples of techniques w/ definitions
• Graded tasks: “Set easy-to-perform tasks, making them increasingly
difficult, but achievable, until behaviour is performed”
– Capability (Psychological) in COM-B
– Beliefs about Capabilities in TDF
• Habit formation: “Prompt rehearsal and repetition of the behaviour in the
same context repeatedly so that the context elicits the behaviour”
– Motivation (automatic) in COM-B
– Behavioural Regulation and Reinforcement in TDF
• Feedback on behaviour: “Monitor and provide informative or evaluatve
feedback on performance of the behaviour (e.g. form, frequency, duration,
intensity)”
– Motivation (reflective) in COM-B
– Behaviour regulation in TDF
Not all techniques are useful, and many techniques are designed to address
specific types of barriers
126. From behaviour change techniques to
theory-informed barriers
• Behaviour change techniques can be mapped
onto the theory-based barriers and facilitators
from the models covered
– Behaviour change theories
– TDF
– COM-B
• Behaviour change wheel (intervention functions)
127. Supporting change through policy
Michie, van Stralen, West (2012)
Policy initiatives can
facilitate intervention
functions impact on
COM-B components
129. Optimising interventions
Usability studies
• Develop prototype intervention
• Test prototype in 5 to 8 subjects to review content and
format using ‘think aloud’ methodology. These sessions
will be audio recorded and the results transcribed and
analysed.
• In general a modest number of subjects are required
for usability testing (e.g. 8-9 subjects), and often 4 to 5
are necessary to identify 80% of the usability problems.
• Cycles of design, development and testing will be
completed until no further major revisions are needed.
130.
131. Case studies
• Neighbour discussion(15 min)
Feedback time (10 min)
• Implementation design in
case studies
132. Scenario 1
Hand hygiene in
hospital staff
Scenario 2
Diabetes care in
primary care
In pairs, discuss the following
Based on the barriers you identified using the TDF or COM-B, select…
1. Potential intervention functions to target those barriers
2. Potential policy categories that would support that intervention
function
Spend 15 minutes in pairs
Feedback to your table for 5 minutes
General thoughts from tables 5 minutes
With your neighbour: Choose the same scenario
OR
133. Session 5: Behavioural approaches to
implementing evidence based guidance
Implementation design in case studies
Prof Jeremy Grimshaw
Dr Justin Presseau
135. Designing interventions
physician hand hygiene
Physician need to practice hand
hygiene routinely
Beliefs about consequences –
failure to practice hand hygiene
not necessarily associated with
adverse event
Persuasion/social influence –
information on hospital
associated infections and negative
associated consequences,
emphasis on hand hygiene as a
team level responsibility delivered
to team session by social
influential
Who needs to do
what differently?
Using a theoretical framework,
which barriers and enablers need
to be addressed?
Which intervention components
could overcome the modifiable
barriers and enhance the enablers?
How will we measure
behaviour change?
136. Designing interventions
physician hand hygiene
Choice of implementation intervention should
be based upon:
– ‘Diagnostic’ assessment of barriers
– Understanding of mechanism of action of
interventions
– Empirical evidence about effects of interventions
– Available resources
– Practicalities, logistics etc
137. Designing interventions
physician hand hygiene
1. Initial sensitisation (residents)
Intervention content:
Refresher about:
– the 4 moments of hand hygiene (knowledge)
– what is the patient environment (knowledge)
– TOH hand hygiene compliance and infection rates (beliefs about
consequences, social influences (priority for chief resident and hospital))
Proposed delivery for Medicine:
– When: During Resident Orientation -1st day of block
– What: 1-2 slides on hand hygiene to be developed by team and given to
Chief Resident
– Who will deliver: Chief Resident at the beginning of the block
138. Designing interventions
physician hand hygiene
2. Reinforcement (residents, attending physicians)
Intervention Content:
Knowledge about:
– Infection rates, the 4 moments, the patient environment (exact content to
be developed and will be clinically relevant) (knowledge)
– Add Glo Germ demonstration in one of these sessions to illustrate technique
(booth after session for all to try if interested) (skills)
Proposed delivery for Medicine:
– When: During Antibiotic Stewardship Rounds – a weekly pause of rounds
that lasts a few minutes (already in practice) (social influence)
– What: A hand hygiene curriculum delivered weekly (~2min/session) X 4 (for
one block)
– Who will deliver: Local experts/opinion leaders
139. 3. Address environmental barriers (unit staff)
Intervention Content:
– Ensure that hand hygiene resources are easily accessible and noticeable
(including systems to ensure hand hygiene resources are routinely
replaced)
Proposed delivery for Medicine:
– How: Will walk through the chosen unit(s)
– Who will deliver: Members of the study team
– Accountability – unit
Designing interventions
physician hand hygiene
141. Aim: Conduct a cluster-RCT to evaluate the effectiveness and costs of a
theory-based multiple behaviour change intervention targeting general
practitioners (GPs) and nurses, to support improvement in the provision of
high quality care for people with type 2 diabetes in the North East of England
AdvisingPrescribing Examining
Local
example:
142. Prescribing ...
1. ...additional antihypertensive drugs for people with type 2
diabetes whose blood pressure (BP) is above a target of 140
mm Hg for Systolic BP or 80 mm Hg for Diastolic
2. ...additional therapy for the management of glycaemic
control (HbA1c) for the management of HbA1c in people
whose HbA1c is higher than 8.0%, despite maximum
dosage of 2 oral hypoglycaemic drugs.
Providing advice about...
1. ... weight management to people with type 2 diabetes
whose BMI is above a target of 30kg/m2, even following
previous management.
2. ... self-management to people with type 2 diabetes.
3. ...general education about diabetes for people with type 2
diabetes.
Examining...
1. ...foot circulation & sensation in the feet of people with
type 2 diabetes.
Health professionals: 63%
Patient Records: 40%
Health professionals: 69%
Patient Records: 59%
Health professionals: 78%
People with diabetes: 51%
Health professionals: 77%
People with diabetes: 68%
Health professionals: 78%
People with diabetes: 73%
Health professionals: 70%
People with diabetes: 91%
Eccles et al (2011, Impl Sci)
Evidence from our previous national study:
gaps in quality of care
143. Design: Cluster randomised controlled trial (stratified by practice size)
- Theory-based process evaluation
- Interview based process evaluation
- Fidelity of delivery
- Cost analysis
Recipients: GPs, nurses, healthcare assistants delivering care to people with type 2
diabetes
Timeline:
– Intervention development from Sept 2012 to start of Sept 2013
– Pilot May/June 2013
– Recruitment began in March 2013
– Intervention delivery started mid September 2013
– Follow-up 12 months later
The IDEA trial
144. Recruit GPs, nurses, healthcare assistants
in 44 Practices
Baseline Questionnaire
Randomisation (stratified by practice size)
Intervention Practices (22) Control Practices (22)
Deliver Intervention
Interviews (4)
Follow-up questionnaire
Outcomes (12 months later)
- Random 100 patients per practice (anonymous postal questionnaire)
- Patient computer records
The IDEA trial: flow chart
145. Outcome
expectations
Self-efficacy
Proximal
Goals
Automaticity
Goal conflict
Goal Facilitation
Goal Priority
Action Planning
Coping Planning
- Based on findings from iQuaD1,2,3
- Social Cognitive Theory4 + volitional constructs5 + dual process model3,6
- Reciprocal determinism1 operationalised to involve environment factors:
- Automaticity (automatic response to cues)3
- Competing behaviours (conflict, facilitation and priority)4,5
Behaviour
Eccles et al (2011); 2,3 Presseau et al (in pressa; in pressb) 4 Bandura (1998); 5 Sniehotta (2009), 6 Strack & Deutsch (2004); 7,8 Presseau et al (2009,
2011);
Logic model
146. Intervention content
1 BCTs from Michie et al (2013). ABM
Target Construct Behaviour Change Techniques1
Self-efficacy - Demonstration of the behaviour
(beliefs about
capabilities)
- Social comparison
- Verbal persuasion of capability
- Behavioural practice/rehearsal
- Graded tasks
Outcome expectations - Information about health consequences
(beliefs about
consequences)
- Credible source
Proximal goals
(Reflective motivation)
- Goal setting (behaviour)
- Discrepancy between current behaviour and goal
- Commitment
Action planning - Action planning
Coping planning - Problem solving
- Adding objects to the environment
Habit/Automaticity - Behavioural practice/rehearsal
(Automatic motivation) - Habit formation
- Action planning and problem solving
147. • Self-administered pre-
intervention questionnaire
• Pre-reading, website and PDF-
based
• Group-based workshop to each
practice
– PowerPoint slides
– Participant Workbooks
– Small group tasks
– Video case studies
• DVD of materials during
evaluation
• Self-administered post-
intervention questionnaire
• DVD of materials after
evaluation
Intervention Control
✓ ✓
✓
✓
✓
✓
✓
✓
Format
150. Audio recorded sessions
- Transcribed/coded for delivery of BCTs, by whom
Facilitator debrief questionnaires
- Independently completed; reported delivery of BCTs;
coverage across 6 behaviours; intensity
Participant feedback
- Write plans on feedback forms
Training sessions based on BCTs
1) Facilitator handbook
2) Within facilitator team: observe, coping planning
3) Within research team: practice/rehearsal
4) Feedback on to facilitator team after delivery
1 Bellg et al 2002
Fidelity of delivery
151. – Intervention may or may not be effective
– Process evaluation to understand mechanism of change
– Theory-based process evaluation1,2:
• Pre/post theory-based questionnaires
• Test for change in targeted constructs between intervention
and control
1,2 Grimshaw et al (2007; submitted) Implementation Science;
Outcome
expectations
Self-efficacy
Proximal
Goals
Automaticity
Goal conflict
Goal Facilitation
Goal Priority
Action Planning
Coping Planning
Behaviour
Process evaluation (quantitative)
152. • Four practices randomly selected for follow-up
interviews
– TDF based barriers and facilitators to engaging in
the intervention sessions
– Participants: clinicians participating in the
intervention, practice manager
Process evaluation (qualitative)
153. • Cost of delivering the intervention
• Staff training (facilitators)
• Primary care costs
• Increases in standard materials used (e.g., leaflets)
• Time use in consultation
• Average cost per patient to the NHS for
medication prescribed
• Costs of service usage by people with Type 2
diabetes
Cost analysis
154. Summary
• Designing interventions involves assessing
barriers to change and identifying
interventions that potentially address these
• Behavioural theories may be helpful to inform
barrier assessment and intervention choice
• Intervention mapping is a technique for
systematically considering barriers and
potential interventions
155. Developing the field of
implementation science
• Implementation science is a relatively new field - few
health researchers have been engaged in the field for
more than 10 years
• Substantive level of research activity
– Cochrane Effective Practice and Organisation of Care
(EPOC) group register includes over 6,000 RCTs and quasi
experiments of interventions to improve health care
delivery and health care services
• Increasing funding and reporting opportunities for
knowledge translation research
• Move towards research programs and laboratories
156. Implementation Research Laboratories
• Research teams integrated into healthcare systems
undertaking program(s) of research directly relevant to
healthcare systems’ priorities
• Reduces problems relating to convening de novo research
teams, seeking project by project funding, negotiating
access with healthcare systems, conducting study, writing
up (usually out of funding period)
• Opportunities for formal and informal linkages of mutual
advantage to research team and healthcare system
• More explicitly recognise relatives roles and responsibilities
of research team and healthcare system
Developing the field of
implementation science
161. Summary
• Implementation science is a relatively new field
of health services research
• Rapid progress has been made but substantial
challenges remain
• Opportunities to foster linkages between
implementation service departments and
implementation researchers to form
implementation science laboratories and address
I2 challenge
162. Discussion
• Based on the workshop today, what are your
current views on:
– Value of behavioural approaches to implementing
evidence based guidance?
– What would be needed to adopt these
approaches in practice?
– Are there any additional approaches that might
complement behavioural approaches?
163. Closing remarks
Professor Paula Whitty
Director of NEQOS & Acting NENC AHSN Knowledge &
Information Programme lead
Dr. Jackie Gray
Medical Epidemiologist, NEQOS
164.
165. Get involved in the Work
Programme
• Sign up at the registration desk (in main foyer)
or
• Email Dr Jackie Gray jackie.gray5@nhs.net
166. Keep up to date with developments:
• Sign up for the e- bulletin at the registration desk (if you haven’t
already)
Resources will be available on:
You Tube - video will be uploaded (link included in next e- bulletin)
Slide Share - slide deck will be uploaded (link included in next e-bulletin)
AHSN web site www.ahsn-nenc.org.uk
NEQOS web site www.neqos.nhs.uk/
Twitter - @AHSN_NENC