Change management in pharmacy: a simulation game and pharmacy leaders’ rating of 35 barriers to change†

Guérin, Aurélie; Lebel, Denis; Hall, Kevin; Bussières, Jean-François

doi:10.1111/ijpp.12199

Cited by 9 publications

(3 citation statements)

References 21 publications

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“…Although identifying and understanding implementation factors may represent a key process in the implementation of CPS, there is a lack of studies focusing on facilitators and strategies for the CPS implementation process in healthcare systems [ 7 , 29 , 30 ]. Thus, the aim of this study was to identify the facilitators and strategies involved in the CPS implementation process in some public health units in a metropolis in northeast Brazil.…”

Section: Introductionmentioning

confidence: 99%

Facilitators and strategies to implement clinical pharmacy services in a metropolis in Northeast Brazil: a qualitative approach

Ramos

Júnior

Pereira

et al. 2018

BMC Health Serv Res

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BackgroundClinical Pharmacy Services (CPS) are a reality in many health systems around the world. However, there are few studies that discuss the facilitators and the strategies to implement CPS in healthcare systems. In this way, the objective of this study was to identify the facilitators and strategies involved in the CPS implementation process in some public health units in a metropolis in the Northeast Brazil.MethodsA qualitative study was carried out with health-system pharmacists and managers who experienced the implementation of CPS. Therefore, focus groups were conducted with pharmacists, and the interviews with the managers. The discussions were carried out through semi-structured scripts and were recorded in audio and videos, after the signature of the consent form. The recordings were transcribed and analyzed independently through content analysis, followed by consensus meetings between researchers.ResultsTwo focus groups were conducted, with an average of seven pharmacists per group, and five interviews with local health managers. Participants reported 39 facilitators who were related to the categories: local healthcare network, healthcare team, pharmacists and implementation process of the CPS. And 21 strategies attributed to the following categories: local healthcare network, pharmacists and implementation process of the CPS.ConclusionsThis study identified facilitators and strategies of the implementation of CPS. Most of the positive experiences were related to the clinical skills and proactive attitudes of pharmacists. These findings may support pharmacists and health managers to implement CPS in health systems.Electronic supplementary materialThe online version of this article (10.1186/s12913-018-3403-4) contains supplementary material, which is available to authorized users.

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Section: Introductionmentioning

confidence: 99%

Facilitators and strategies to implement clinical pharmacy services in a metropolis in Northeast Brazil: a qualitative approach

Ramos

Júnior

Pereira

et al. 2018

BMC Health Serv Res

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“…Lastly, change management is important in transitioning human resources by limiting the level of resistance to changes. Under the Kotter's 8 Step Change Model, successful implementation of change leads to sustainability of new measures put in place as well as articulating organizational culture and new behaviors that advance HR development (Guérin et al, 2015). Hence, poor change management critically undermines HR development by increasing resistance to new strategies of HR development.…”

Section: Poor Change Management and Leadershipmentioning

confidence: 99%

Factors Undermining the Effectiveness Development of Human resources in Organizations

Aziri¹

2019

TIJMG

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Human resource development is an important function in organizations as it provides the framework to help HR to augment their abilities, knowledge and organizational skills. Implementing HR development initiatives involves undertaking planed and systematic activities which aim to augment the HR skills as a strategy to meet contemporary and future work demands. However, several factors such as; lack of finances, poor employee evaluation, organizational policies, poor change management and leadership, lack of finances, lack of human resource planning, conflicts and disputes undermine the effectives of development of human resources in organizations. Given that HR development is function of HRM, adoption of robust leadership and management to limit the adverse effects of factors that undermine HR development.

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“…Virtual or screen-based simulation has also been studied for other uses—such as for social interaction, change management, stress management, and job interview skills—due to its abilities to offer repetitive practice, individualization, immediate feedback, and an interpersonal safe environment [ 18 , 19 , 20 , 21 , 22 ]. It also addresses some limitations of accessibility and resource requirements with in-person simulation [ 21 , 22 ].…”

Section: Introductionmentioning

confidence: 99%

Interactive Narrative Simulation as a Method for Preceptor Development

et al. 2021

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(1) Background: This proof-of-concept study assessed an interactive web-based tool simulating three challenging non-academic learning situations—student professionalism, cross-cultural interactions, and student well-being—as a means of preceptor development. (2) Methods: Three scripts focused on professionalism, cross-cultural interactions, and student well-being were developed and implemented using a commercial narrative tool with branching dialog. Delivered online, this tool presented each challenge to participants. Participants had up to four response options at each turn of the conversation; the choice of response influenced the subsequent conversation, including coaching provided at the resolution of the situation. Participants were invited to complete pre-activity, immediate post-activity, and one-month follow-up questionnaires to assess satisfaction, self-efficacy, engagement, and knowledge change with the tool. Knowledge was assessed through situational judgment tests (SJTs). (3) Results: Thirty-two pharmacist preceptors participated. The frequency of participants reflecting on challenging learning situations increased significantly one-month post-simulation. Participants affirmatively responded that the tool was time-efficient, represented similar challenges they encountered in precepting, was easily navigable, and resulted in learning. Self-efficacy with skills in managing challenging learning situations increased significantly immediately post-simulation and at a one-month follow-up. Knowledge as measured through SJTs was not significantly changed. (4) Conclusions: Preceptors found an interactive narrative simulation a relevant, time-efficient approach for preceptor development for challenging non-academic learning situations. Post-simulation, preceptors more frequently reflected on challenging learning situations, implying behavior change. Self-efficacy and self-report of knowledge increased. Future research is needed regarding knowledge assessments.

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Change management in pharmacy: a simulation game and pharmacy leaders’ rating of 35 barriers to change†

Cited by 9 publications

References 21 publications

Facilitators and strategies to implement clinical pharmacy services in a metropolis in Northeast Brazil: a qualitative approach

Facilitators and strategies to implement clinical pharmacy services in a metropolis in Northeast Brazil: a qualitative approach

Factors Undermining the Effectiveness Development of Human resources in Organizations

Interactive Narrative Simulation as a Method for Preceptor Development

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