Out of sync: a Shared Mental Models perspective on policy implementation in healthcare
Abstract The impact of policy ambiguity on implementation is a perennial concern in policy circles. The degree of ambiguity of policy goals and the means to achieve them influences the likelihood that a policy will be uniformly understood and implemented across implementation sites. We argue that th...
| Main Authors: | , , , , , , |
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| Format: | Article |
| Language: | English |
| Published: |
BMC
2019-11-01
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| Series: | Health Research Policy and Systems |
| Subjects: | |
| Online Access: | http://link.springer.com/article/10.1186/s12961-019-0499-x |
| _version_ | 1819241940679393280 |
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| author | Jenna M. Evans Karen S. Palmer Adalsteinn D. Brown Husayn Marani Kirstie K. Russell Danielle Martin Noah M. Ivers |
| author_facet | Jenna M. Evans Karen S. Palmer Adalsteinn D. Brown Husayn Marani Kirstie K. Russell Danielle Martin Noah M. Ivers |
| author_sort | Jenna M. Evans |
| collection | DOAJ |
| description | Abstract The impact of policy ambiguity on implementation is a perennial concern in policy circles. The degree of ambiguity of policy goals and the means to achieve them influences the likelihood that a policy will be uniformly understood and implemented across implementation sites. We argue that the application of institutional and organisational theories to policy implementation must be supplemented by a socio-cognitive lens in which stakeholders’ interpretations of policy are investigated and compared. We borrow the concept of ‘Shared Mental Models’ from the literature on industrial psychology to examine the microprocesses of policy implementation. Drawing from interviews with 45 key informants involved in the implementation of a hospital funding reform, known as Quality-Based Procedures in Ontario, Canada, we identify divergent mental models and explain how these divergences may have affected implementation and change management. We close with considerations for future research and practice. |
| first_indexed | 2024-12-23T14:31:54Z |
| format | Article |
| id | doaj.art-2c8115f370404235b4147c2742313608 |
| institution | Directory Open Access Journal |
| issn | 1478-4505 |
| language | English |
| last_indexed | 2024-12-23T14:31:54Z |
| publishDate | 2019-11-01 |
| publisher | BMC |
| record_format | Article |
| series | Health Research Policy and Systems |
| spelling | doaj.art-2c8115f370404235b4147c27423136082022-12-21T17:43:28ZengBMCHealth Research Policy and Systems1478-45052019-11-011711610.1186/s12961-019-0499-xOut of sync: a Shared Mental Models perspective on policy implementation in healthcareJenna M. Evans0Karen S. Palmer1Adalsteinn D. Brown2Husayn Marani3Kirstie K. Russell4Danielle Martin5Noah M. Ivers6DeGroote School of Business, McMaster UniversityWomen’s College Research Institute, Women’s College HospitalInstitute of Health Policy, Management and Evaluation, Dalla Lana School of Public Health, University of TorontoInstitute of Health Policy, Management and Evaluation, Dalla Lana School of Public Health, University of TorontoWomen’s College Research Institute, Women’s College HospitalInstitute of Health Policy, Management and Evaluation, Dalla Lana School of Public Health, University of TorontoWomen’s College Research Institute, Women’s College HospitalAbstract The impact of policy ambiguity on implementation is a perennial concern in policy circles. The degree of ambiguity of policy goals and the means to achieve them influences the likelihood that a policy will be uniformly understood and implemented across implementation sites. We argue that the application of institutional and organisational theories to policy implementation must be supplemented by a socio-cognitive lens in which stakeholders’ interpretations of policy are investigated and compared. We borrow the concept of ‘Shared Mental Models’ from the literature on industrial psychology to examine the microprocesses of policy implementation. Drawing from interviews with 45 key informants involved in the implementation of a hospital funding reform, known as Quality-Based Procedures in Ontario, Canada, we identify divergent mental models and explain how these divergences may have affected implementation and change management. We close with considerations for future research and practice.http://link.springer.com/article/10.1186/s12961-019-0499-xpolicy implementationshared mental modelsframeschange managementhealth reformactivity-based funding |
| spellingShingle | Jenna M. Evans Karen S. Palmer Adalsteinn D. Brown Husayn Marani Kirstie K. Russell Danielle Martin Noah M. Ivers Out of sync: a Shared Mental Models perspective on policy implementation in healthcare Health Research Policy and Systems policy implementation shared mental models frames change management health reform activity-based funding |
| title | Out of sync: a Shared Mental Models perspective on policy implementation in healthcare |
| title_full | Out of sync: a Shared Mental Models perspective on policy implementation in healthcare |
| title_fullStr | Out of sync: a Shared Mental Models perspective on policy implementation in healthcare |
| title_full_unstemmed | Out of sync: a Shared Mental Models perspective on policy implementation in healthcare |
| title_short | Out of sync: a Shared Mental Models perspective on policy implementation in healthcare |
| title_sort | out of sync a shared mental models perspective on policy implementation in healthcare |
| topic | policy implementation shared mental models frames change management health reform activity-based funding |
| url | http://link.springer.com/article/10.1186/s12961-019-0499-x |
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