Reciprocity

Maiter, Sarah; Simich, Laura; Jacobson, Nora; Wise, Julie

doi:10.1177/1476750307083720

Cited by 192 publications

(69 citation statements)

References 34 publications

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“…Participants will then be asked for their views and comments in order to verify that the data and meeting outcomes are a true record. This reciprocity is an inherent component of an ethical action research approach [35]. …”

Section: Methodsmentioning

confidence: 99%

Managing resources in NHS dentistry: using health economics to inform commissioning decisions

Holmes

Steele

Exley

et al. 2011

BMC Health Serv Res

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BackgroundThe aim of this study is to develop, apply and evaluate an economics-based framework to assist commissioners in their management of finite resources for local dental services. In April 2006, Primary Care Trusts in England were charged with managing finite dental budgets for the first time, yet several independent reports have since criticised the variability in commissioning skills within these organisations. The study will explore the views of stakeholders (dentists, patients and commissioners) regarding priority setting and the criteria used for decision-making and resource allocation. Two inter-related case studies will explore the dental commissioning and resource allocation processes through the application of a pragmatic economics-based framework known as Programme Budgeting and Marginal Analysis.Methods/DesignThe study will adopt an action research approach. Qualitative methods including semi-structured interviews, focus groups, field notes and document analysis will record the views of participants and their involvement in the research process. The first case study will be based within a Primary Care Trust where mixed methods will record the views of dentists, patients and dental commissioners on issues, priorities and processes associated with managing local dental services. A Programme Budgeting and Marginal Analysis framework will be applied to determine the potential value of economic principles to the decision-making process. A further case study will be conducted in a secondary care dental teaching hospital using the same approach. Qualitative data will be analysed using thematic analysis and managed using a framework approach.DiscussionThe recent announcement by government regarding the proposed abolition of Primary Care Trusts may pose challenges for the research team regarding their engagement with the research study. However, whichever commissioning organisations are responsible for resource allocation for dental services in the future; resource scarcity is highly likely to remain an issue. Wider understanding of the complexities of priority setting and resource allocation at local levels are important considerations in the development of dental commissioning processes, national oral health policy and the future new dental contract which is expected to be implemented in April 2014.

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Section: Methodsmentioning

confidence: 99%

Managing resources in NHS dentistry: using health economics to inform commissioning decisions

Holmes

Steele

Exley

et al. 2011

BMC Health Serv Res

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“…Reciprocal relationships need to be negotiated and partners need to be respectful and flexible in understanding how relationships are working, in what contexts, and for whom so that meaning is negotiated and constructed with participants and not simply imposed upon them. This positions reciprocity as a guide to ethical practice in RPP partnerships (Maiter et al 2008). I cannot claim to have achieved maximum reciprocity in any of the RPP partnerships I have worked within.…”

Section: Reciprocitymentioning

confidence: 99%

Resourcefulness, reciprocity and reflexivity: the three Rs of partnership in sport for public health research

Mansfield

2016

International Journal of Sport Policy and Politics

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This paper explores the dynamics of research-policy-practice (RPP) partnerships in sport. Such partnerships, involving a diverse range of groups, have emerged as a response to: (1) a contemporary political prioritisation in the use of sport for health and wellbeing and (2) a parallel requirement for robust evidence of effectiveness and cost-effectiveness. A conceptual framework for understanding such RPP partnerships is proposed and discussed in relation to three overlapping characteristics; resourcefulness, reciprocity and reflexivity. The paper concludes that understanding these three Rs of RPP partnerships is a way to demythologise the role of sport in public health and present theoretically informed analyses about processes of knowledge production, dissemination and use. It is a conceptual framework which might also further an understanding of, and make public, issues concerning the legitimation of some forms of evidence over others, and potentially maximise the impact of the co-production of knowledge about sport for public health and wellbeing.

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“…Whole areas of knowledge have developed to facilitate the implementation of change including those associated with action research (Tax 1958;Argyris et al 1985;Beer and Eisenstat 1996), community based participatory research (Bolton et al 2010;Israel et al 2005;Maiter et al 2008), organizational development (Lewin 1947;Schein 2010;Cummings and Worley 2015), diffusion of innovations (Dankowski et al 2011;Rogers 2003), culture as a form of motion (Urban 2010;Urban 2017), and implementation science (May 2013;Nilsen 2015). Some recent research has begun to address the "de-implementation" or abandonment of practices that are not evidencebased (Prasad and Ioannidis 2014;Montini and Graham 2015).…”

Section: Implementation Processesmentioning

confidence: 99%

The Woes of Implementation Practice: Getting Caught by the “Program of the Month”

Briody¹

2018

jba

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Senior leaders from a large American hospital told me that they wanted their hospital to become more "patient-centric" and asked me to help them. I was hired to conduct an ethnographic study of the hospital with a team of six employees and the goal of improving patient experiences. Sixteen months later, the research was completed, effective models of hospital work practices documented, recommendations made, and 16 tools developed to improve hospital culture. Yet none of our work was implemented. I returned to my field notes to discover clues that might explain why. This article explains the process I followed, the stories that revealed unwanted messages, the transcripts that enabled sensemaking, and the program-of-the-month cycle that prevented implementation from occurring.

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Reciprocity

Cited by 192 publications

References 34 publications

Managing resources in NHS dentistry: using health economics to inform commissioning decisions

Managing resources in NHS dentistry: using health economics to inform commissioning decisions

Resourcefulness, reciprocity and reflexivity: the three Rs of partnership in sport for public health research

The Woes of Implementation Practice: Getting Caught by the “Program of the Month”

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