Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - A Bridge Over Turbulent Waters
T2 - Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence
AU - van der Zijpp, T.P.
AU - Niessen, T.
AU - Eldh, A.C.
AU - Hakes, C.
AU - McMullan, C.
AU - Mockford, C.
AU - Wallinn, L.
AU - McCormack, B.
AU - Rycroft-Malone, J.
AU - Seers, K.
PY - 2016/1/20
Y1 - 2016/1/20
N2 - BackgroundEmerging evidence focuses on the importance of the role of leadership in successfully transferring research evidence into practice. However, little is known about the interaction between managerial leaders and clinical leaders acting as facilitators (internal facilitators [IFs]) in this implementation process. AimsTo describe the interaction between managerial leaders and IFs and how this enabled or hindered the facilitation process of implementing urinary incontinence guideline recommendations in a local context in settings that provide long-term care to older people. MethodsSemistructured interviews with 105 managers and 22 IFs, collected for a realist process evaluation across four European countries informed this study. An interpretive data analysis unpacks interactions between managerial leaders and IFs. ResultsThis study identified three themes that were important in the interactions between managerial leaders and IFs that could hinder or support the implementation process: realising commitment; negotiating conditions; and encouragement to keep momentum going. The findings revealed that the continuous reciprocal relationships between IFs and managerial leaders influenced the progress of implementation, and could slow the process down or disrupt it. A metaphor of crossing a turbulent river by the building of a bridge emerged as one way of understanding the findings. Linking Evidence to ActionOur findings illuminate a neglected area, the effects of relationships between key staff on implementing evidence into practice. Relational aspects of managerial and clinical leadership roles need greater consideration when planning guideline implementation and practice change. In order to support implementation, staff assigned as IFs as well as stakeholders like managers at all levels of an organisation should be engaged in realising commitment, negotiating conditions, and keeping momentum going. Thus, communication is crucial between all involved.
AB - BackgroundEmerging evidence focuses on the importance of the role of leadership in successfully transferring research evidence into practice. However, little is known about the interaction between managerial leaders and clinical leaders acting as facilitators (internal facilitators [IFs]) in this implementation process. AimsTo describe the interaction between managerial leaders and IFs and how this enabled or hindered the facilitation process of implementing urinary incontinence guideline recommendations in a local context in settings that provide long-term care to older people. MethodsSemistructured interviews with 105 managers and 22 IFs, collected for a realist process evaluation across four European countries informed this study. An interpretive data analysis unpacks interactions between managerial leaders and IFs. ResultsThis study identified three themes that were important in the interactions between managerial leaders and IFs that could hinder or support the implementation process: realising commitment; negotiating conditions; and encouragement to keep momentum going. The findings revealed that the continuous reciprocal relationships between IFs and managerial leaders influenced the progress of implementation, and could slow the process down or disrupt it. A metaphor of crossing a turbulent river by the building of a bridge emerged as one way of understanding the findings. Linking Evidence to ActionOur findings illuminate a neglected area, the effects of relationships between key staff on implementing evidence into practice. Relational aspects of managerial and clinical leadership roles need greater consideration when planning guideline implementation and practice change. In order to support implementation, staff assigned as IFs as well as stakeholders like managers at all levels of an organisation should be engaged in realising commitment, negotiating conditions, and keeping momentum going. Thus, communication is crucial between all involved.
U2 - 10.1111/wvn.12138
DO - 10.1111/wvn.12138
M3 - Journal article
VL - 13
SP - 25
EP - 31
JO - Worldviews on Evidence-Based Nursing
JF - Worldviews on Evidence-Based Nursing
SN - 1545-102X
IS - 1
ER -