Promoting Action on Research Implementation in Health Services framework applied to TeamSTEPPS implementation in small rural hospitals

Ward, Marcia M.; Baloh, Jure; Zhu, Xi; Stewart, Greg L.

doi:10.1097/hmr.0000000000000086

Cited by 31 publications

(41 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This finding is in line with findings of Janson and Forsberg [26]. According to Ward et al, facilitation and context are the most influential factors in decision making [27]. The utilization of knowledge requires the availability of the best evidence, a correct understanding of the structure and goals, culture of change and utilization of effective strategies [28].…”

Section: Discussionsupporting

confidence: 82%

See 1 more Smart Citation

Knowledge implementation in health care management: a qualitative study

Roohi

Mahmoodi

Khoddam

2020

BMC Health Serv Res

View full text Add to dashboard Cite

Background: The gap between knowledge and practice is a global issue, which increases wasteful spending in healthcare. There are several models and frameworks to address this gap and try to solve the challenge. Promoting Action on Research Implementation in Health Services (PARIHS) framework highlights the interaction of three main elements: evidence, context and facilitation, to implement research into practice, successfully. This framework can use as a tool to evaluate the situation and guide the changing. This study conducted to explain the status of knowledge implementation in Iran's healthcare management system. Methods: This qualitative study was done by using a directive content analysis approach through conducting indepth, structured interviews with 15 health managers based on the PARIHS framework. Guiding questions were based on the three main elements of the framework: evidence, context and facilitation. The content of the interviews entered into the Qualitative Data Analysis software (MAXQDA version 10) and, then, analyzed. Results: The most common source of evidence used by managers for decision-making was local information and previous experience. Evaluation more emphasized compared to other sub-elements of context, i.e. culture and leadership. In terms of facilitation, performing tasks by others was the dominant opinion. Conclusion: Our results showed that managers in the healthcare system of Iran use their own and other manager's experience and the local information for decision-making and have no ideas about facilitation.

show abstract

Section: Discussionsupporting

confidence: 82%

“…In order to utilize knowledge, all three elements of the PARIHS model (evidence, context and facilitation) must be available [27]. Our findings indicate that the health system of Iran focused mainly on the subject of organizational culture and evaluation, and managers believe that the current culture of the health system lacks coherence.…”

Section: Discussionmentioning

confidence: 89%

Knowledge implementation in health care management: a qualitative study

Roohi

Mahmoodi

Khoddam

2020

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…Physician participation is needed to create a successful IPCP environment (Cote et al, 2008). Using a contextual approach to understand physician engagement and implement strategies is important for successfully improving IPCP in these settings (Kaissi, 2014;Ward, Baloh, Zhu, & Stewart, 2016).…”

Section: Resultsmentioning

confidence: 99%

Improving physician engagement in interprofessional collaborative practice in rural emergency departments

Wilson

Leeman

Saunders

et al. 2018

Journal of Interprofessional Education & Practice

View full text Add to dashboard Cite

Kelly Might Wilson: Improving Physician Engagement in Interprofessional Collaborative Practice in Rural Emergency Departments (Under the direction of Jennifer Leeman) Introduction. Poor communication and collaboration among healthcare professionals negatively impact patient outcomes and quality of care. Due to the nature of the care environment, emergency departments (EDs) are particularly susceptible to this problem.Developing interprofessional collaborative practice (IPCP) is critical to managing complexity and improving ED care. One factor limiting efforts to create IPCP is the low level of physician engagement. The purpose of this project was to explore strategies implemented by rural EDs to promote physician participation in IPCP.Methods. The setting for this work was a HRSA-sponsored project, Shaping Systems, which involved a quality improvement collaborative designed to promote nursing's capacity to develop IPCP in the ED setting of four rural North Carolina hospitals. Qualitative data were collected through participation in collaborative meetings, site visits, and structured interviews with participating site team members. Data were reviewed using content analysis, coded, and analyzed across cases to identify a list of strategies and report contextual factors related to improving physician engagement.Results. Strategies for engaging physicians were found at all participating sites with similar strategies noted at multiple sites. Successful approaches were grouped into structural, logistical, interpersonal, and quality improvement related strategies. Contextual factors that iv served as barriers or facilitators of these strategies were also reported. The result is a toolkit that includes strategies as well as the contextual factors that influence their applicability and success.Discussion/Conclusion. The results of this project were shared with participating EDs both to confirm their validity and so they could learn from each other to improve physician engagement in their efforts to create IPCP and improve the quality of care in their settings.Nursing leaders and others can use this toolkit as needed to address similar issues with physician engagement in their EDs.v ACKNOWLEDGEMENTS

show abstract

“…The case presented is a part of a larger longitudinal evaluation examining the implementation of Team STEPPS into 14 Midwestern Critical Access Hospitals (CAH; Ward, Baloh, Zhu, & Stewart, 2016 executive sponsors (e.g., administrator who supported the implementation, and may or may not have received the training) and the Change Teams (e.g., team members who received the Master Trainer training). A semi-structured interview guide based off of the TeamSTEPPS Implementation Manual (AHRQ, 2014) was used to explore the process of implementing TeamSTEPPS through the perspectives of key stakeholders.…”

Section: Design and Methodsmentioning

confidence: 99%

Maximizing Team Performance: The Critical Role of the Nurse Leader

2016

Self Cite

View full text Add to dashboard Cite

Facilitating team development is challenging, yet critical for ongoing improvement across healthcare settings. The purpose of this exemplary case study is to examine the role of nurse leaders in facilitating the development of a high-performing Change Team in implementing a patient safety initiative (TeamSTEPPs) using the Tuckman Model of Group Development as a guiding framework. The case study is the synthesis of 2.5 years of critical access hospital key informant interviews (n = 50). Critical juncture points related to team development and key nurse leader actions are analyzed, suggesting that nurse leaders are essential to maximize clinical teams' performance.

show abstract

Promoting Action on Research Implementation in Health Services framework applied to TeamSTEPPS implementation in small rural hospitals

Cited by 31 publications

References 31 publications

Knowledge implementation in health care management: a qualitative study

Knowledge implementation in health care management: a qualitative study

Improving physician engagement in interprofessional collaborative practice in rural emergency departments

Maximizing Team Performance: The Critical Role of the Nurse Leader

Contact Info

Product

Resources

About