The assimilation of evidence-based healthcare innovations: a management-based perspective.

In order to reap the benefits of the nation's vast investments in healthcare discoveries, evidence-based healthcare innovations (EBHI) must be assimilated by the organizations that adopt them. Data from a naturalistic field study are used to test a management-based model of implementation success which hypothesizes strategic fit, climate for EBHI implementation, and fidelity will explain variability in the assimilation of EBHIs by organizations that adopted them under ordinary circumstances approximately 6 years earlier. Data gathered from top managers and external consultants directly involved with these long-term EBHI implementation efforts provide preliminary support for predicted positive linkages between strategic fit and climate; climate and fidelity; and fidelity and assimilation.

What gets noticed: how barrier and facilitator perceptions relate to the adoption and implementation of innovative mental health practices.

This mixed-method study examined the facilitators and barriers discussed by 166 informants interviewed from 78 innovative mental health projects. Facilitator and barrier coding reflected two dimensions: the topic of the comment (e.g.

A naturalistic study of MST dissemination in 13 Ohio communities.

The diffusion of evidence-based practices (EBPs) to child-serving human service organizations often occurs within the context of a comprehensive system-of-care in which a coordinated network of service providers collaborate to meet the needs of children and adolescents with serious behavioral and emotional disturbances. To the extent that inter-organizational networks influence the choices of organizational decision makers, it is necessary to understand interactions among participating organizations within the system when studying diffusion processes associated with EBP adoption and implementation. The present study analyzes decision making about the adoption and implementation of an EBP within the ecological context of system-of-care collaboration.

What gets noticed: how barrier and facilitator perceptions relate to the adoption and implementation of innovative mental health practices.

This mixed-method study examined the facilitators and barriers discussed by 166 informants interviewed from 78 innovative mental health projects. Facilitator and barrier coding reflected two dimensions: the topic of the comment (e.g.

The de-adoption of innovative mental health practices (IMHP): why organizations choose not to sustain an IMHP.

The de-adoption or discontinuance of innovative mental health practices (IMHPs) was investigated among twelve mental health providers in Ohio. Researchers used mixed methodology to investigate factors that led the organizations to de-adopt the IMHPs. Findings suggest at least five indicators that an organization is likely to discontinue an IMHP (e.

The decision to adopt evidence-based and other innovative mental health practices: risky business?

Objective: A risk-based decision-making framework was used to examine the decision to adopt innovative mental health practices, including both evidence-based and other research-guided practices.

Methods: Seventy-eight projects involving decisions to adopt one of four innovative mental health practices were the focus of this study. Key informants with direct knowledge about the adoption decision provided data for hypothesis testing.

Identifying meaningful subgroups of adults with severe mental illness.

Objective: The authors describe work conducted to identify, describe, and validate subgroups, or clusters, of adults with severe mental illness.

Methods: Clusters were first identified by using functional assessment ratings and statistical clustering procedures. Seven separate cluster analyses were accomplished, involving agencies in 15 counties in Ohio.