2000
DOI: 10.1080/10973430008408410
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What Does it Take to Transfer Training?

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Cited by 42 publications
(28 citation statements)
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“…This multimethod implementation program is an excellent model for the dissemination of core evidence-based skills for addiction treatment. Even if financial concerns preclude the employment of a consultant-trainer over an extended timeframe, studies clearly show that skill development and implementation are optimized through the use of learning activities such as modeling, role play, and job shadowing at a site where a practice is well established [74,80]. Thus, integrating the use of “toolkit” materials with in-service training and consultation would maximize the likelihood of improving clinicians’ practice behaviors.…”
Section: Methodsmentioning
confidence: 99%
“…This multimethod implementation program is an excellent model for the dissemination of core evidence-based skills for addiction treatment. Even if financial concerns preclude the employment of a consultant-trainer over an extended timeframe, studies clearly show that skill development and implementation are optimized through the use of learning activities such as modeling, role play, and job shadowing at a site where a practice is well established [74,80]. Thus, integrating the use of “toolkit” materials with in-service training and consultation would maximize the likelihood of improving clinicians’ practice behaviors.…”
Section: Methodsmentioning
confidence: 99%
“…Rather than representing what line-level providers believe to be key needs and concerns of their clients, staff may think service innovations, and their corresponding training initiatives, reflect the interests of administrators. 5 Administrative priorities are often thought to reflect abstract political interests rather than the more pressing needs of the team and its clients. In addition, treatment teams suggest that their efforts are 'bogged down' by bureaucratic constraints, including tracking the implementation of evidence-based services.…”
Section: Barriers To Disseminating Evidence-based Practicesmentioning
confidence: 99%
“…Additionally, the trainer sets general training goals which are generic to general competence, and individualized learning goals are not a specific focus. The limitations of workshop training has been observed not only in addiction treatment (Walters et al, 2005), but in medical education (Davis, 1998) and mental health services as well (Corrigan, Steiner, McCracken, Blaser, & Barr, 2001; Fixsen et al, 2005; Milne, Gorenski, Westerman, Leck, & Keegan, 2000). …”
Section: Introductionmentioning
confidence: 99%
“…Dimensions of organizational functioning that appear to support or impede adoption of new practices include organizational climate for innovation and organizational support (Bartholomew, Joe, & Rowan-Szal, 2007; Joe, Broome, Simpson, & Rowan-Szal, 2007; Simpson, Joe, & Rowan-Szal, 2007). Other organizational dimensions that challenge adoption of evidenced-based practices include a lack of existing knowledge and skills to assimilate new approaches (Dipboye, 1997; McFarlane, McNary, Dixon, Hornby, & Cimett, 2001), limitations in organizational resources such as counselor or supervisor time (Milne et al, 2000), and low interest of learners if innovations are perceived to reflect administrator interests rather than their own front-line clinical needs (Miller & Rollnick, 1991, 2002; Reid, Everson, & Green, 1999). Complicating this research is a historical disagreement about the best unit of measurement for estimating effects of agency or work settings, with writers distinguishing between the psychological and organizational climates (James & Jones, 1974).…”
Section: Introductionmentioning
confidence: 99%