Clinical training program based on a practice change model

Salverson, S. M.; Murante, Lori J.

doi:10.1093/ajhp/59.9.862

Cited by 2 publications

(2 citation statements)

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“…. Relationships with patients, prescribers, and payers 14,15,19,45,47,32 . Target population identification 14,17,23,47 .…”

Section: Organisational Componentsmentioning

confidence: 99%

“…31 The model was presented in 1999 as being 'ready for trial' but it appears that in the published literature at least, it has only been tested in a hospital pharmacy department. 32 In that setting, the model appeared minimally successful, with two of four pharmacists shifting their practice from distribution alone to service provision. It remains to be seen how the model might be used in the community pharmacy environment.…”

Section: Implementation Modelsmentioning

confidence: 99%

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Implementing cognitive services in community pharmacy: a review of models and frameworks for change

Roberts

Benrimoj

Chen

et al. 2006

International Journal of Pharmacy Practice

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Objective To investigate models and frameworks for the implementation of cognitive pharmaceutical services (CPS) in community pharmacy. Method Relevant literature published in English was identified through searches of online databases (no date limits), texts, conference proceedings, and bibliographies of identified literature. Literature that involved a discussion of models or frameworks for community pharmacy practice change in relation to the implementation of CPS was selected for review. Many of the identified studies were conceptual in nature, and although they were selected in the same way as the empirical research papers, were not able to be critically reviewed in an equivalent manner. A narrative, rather than systematic review, was considered more appropriate. Key findings Many of the identified models focused on specific services, seeming to overlook the complexity of the implementation process. Many relied on behavioural theories, with an assumption that changing pharmacists' knowledge, skills or attitude will automatically result in successful change, often ignoring organisational aspects of change. Models that included business aspects remain largely untested, and where testing occurred sample sizes were generally small and populations conveniently or purposively sampled, limiting the generalisability of the findings. Conclusion The factors affecting change are more than just those confined to the individual pharmacist who is providing a service, and the implementation process is more complex, involving a range of organisational factors. Research is needed to identify the key elements of a framework for how new CPS should be implemented and delivered.

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“…. Relationships with patients, prescribers, and payers 14,15,19,45,47,32 . Target population identification 14,17,23,47 .…”

Section: Organisational Componentsmentioning

confidence: 99%

Section: Implementation Modelsmentioning

confidence: 99%