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A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence

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A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence. / van der Zijpp, T.P.; Niessen, T.; Eldh, A.C. et al.
In: Worldviews on Evidence-Based Nursing, Vol. 13, No. 1, 20.01.2016, p. 25-31.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

van der Zijpp, TP, Niessen, T, Eldh, AC, Hakes, C, McMullan, C, Mockford, C, Wallinn, L, McCormack, B, Rycroft-Malone, J & Seers, K 2016, 'A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence', Worldviews on Evidence-Based Nursing, vol. 13, no. 1, pp. 25-31. https://doi.org/10.1111/wvn.12138

APA

van der Zijpp, T. P., Niessen, T., Eldh, A. C., Hakes, C., McMullan, C., Mockford, C., Wallinn, L., McCormack, B., Rycroft-Malone, J., & Seers, K. (2016). A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence. Worldviews on Evidence-Based Nursing, 13(1), 25-31. https://doi.org/10.1111/wvn.12138

Vancouver

van der Zijpp TP, Niessen T, Eldh AC, Hakes C, McMullan C, Mockford C et al. A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence. Worldviews on Evidence-Based Nursing. 2016 Jan 20;13(1):25-31. doi: 10.1111/wvn.12138

Author

van der Zijpp, T.P. ; Niessen, T. ; Eldh, A.C. et al. / A Bridge Over Turbulent Waters : Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence. In: Worldviews on Evidence-Based Nursing. 2016 ; Vol. 13, No. 1. pp. 25-31.

Bibtex

@article{b67a6e294c524988ac484f967388433d,
title = "A Bridge Over Turbulent Waters: Illustrating the Interaction Between Managerial Leaders and Facilitators When Implementing Research Evidence",
abstract = "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.",
author = "{van der Zijpp}, T.P. and T. Niessen and A.C. Eldh and C. Hakes and C. McMullan and C. Mockford and L. Wallinn and B. McCormack and J. Rycroft-Malone and K. Seers",
year = "2016",
month = jan,
day = "20",
doi = "10.1111/wvn.12138",
language = "English",
volume = "13",
pages = "25--31",
journal = "Worldviews on Evidence-Based Nursing",
issn = "1545-102X",
publisher = "Wiley-Blackwell Publishing Ltd",
number = "1",

}

RIS

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 -