Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic review
Abstract Background Achievement of evidence-informed decision making (EIDM) requires the integration of evidence into all practice decisions by identifying and synthesizing evidence, then developing and executing plans to implement and evaluate changes to practice. This rapid systematic review synth...
| Main Authors: | , , , , , |
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| Format: | Article |
| Language: | English |
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BMC
2024-04-01
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| Series: | BMC Health Services Research |
| Subjects: | |
| Online Access: | https://doi.org/10.1186/s12913-024-10841-3 |
| _version_ | 1797219957750104064 |
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| author | Emily C. Clark Trish Burnett Rebecca Blair Robyn L. Traynor Leah Hagerman Maureen Dobbins |
| author_facet | Emily C. Clark Trish Burnett Rebecca Blair Robyn L. Traynor Leah Hagerman Maureen Dobbins |
| author_sort | Emily C. Clark |
| collection | DOAJ |
| description | Abstract Background Achievement of evidence-informed decision making (EIDM) requires the integration of evidence into all practice decisions by identifying and synthesizing evidence, then developing and executing plans to implement and evaluate changes to practice. This rapid systematic review synthesizes evidence for strategies for the implementation of EIDM across organizations, mapping facilitators and barriers to the COM-B (capability, opportunity, motivation, behaviour) model for behaviour change. The review was conducted to support leadership at organizations delivering public health services (health promotion, communicable disease prevention) to drive change toward evidence-informed public health. Methods A systematic search was conducted in multiple databases and by reviewing publications of key authors. Articles that describe interventions to drive EIDM within teams, departments, or organizations were eligible for inclusion. For each included article, quality was assessed, and details of the intervention, setting, outcomes, facilitators and barriers were extracted. A convergent integrated approach was undertaken to analyze both quantitative and qualitative findings. Results Thirty-seven articles are included. Studies were conducted in primary care, public health, social services, and occupational health settings. Strategies to implement EIDM included the establishment of Knowledge Broker-type roles, building the EIDM capacity of staff, and research or academic partnerships. Facilitators and barriers align with the COM-B model for behaviour change. Facilitators for capability include the development of staff knowledge and skill, establishing specialized roles, and knowledge sharing across the organization, though staff turnover and subsequent knowledge loss was a barrier to capability. For opportunity, facilitators include the development of processes or mechanisms to support new practices, forums for learning and skill development, and protected time, and barriers include competing priorities. Facilitators identified for motivation include supportive organizational culture, expectations for new practices to occur, recognition and positive reinforcement, and strong leadership support. Barriers include negative attitudes toward new practices, and lack of understanding and support from management. Conclusion This review provides a comprehensive analysis of facilitators and barriers for the implementation of EIDM in organizations for public health, mapped to the COM-B model for behaviour change. The existing literature for strategies to support EIDM in public health illustrates several facilitators and barriers linked to realizing EIDM. Knowledge of these factors will help senior leadership develop and implement EIDM strategies tailored to their organization, leading to increased likelihood of implementation success. Review registration PROSPERO CRD42022318994. |
| first_indexed | 2024-04-24T12:41:54Z |
| format | Article |
| id | doaj.art-c82044921f8b42dfa0ccc2d817ac6b09 |
| institution | Directory Open Access Journal |
| issn | 1472-6963 |
| language | English |
| last_indexed | 2024-04-24T12:41:54Z |
| publishDate | 2024-04-01 |
| publisher | BMC |
| record_format | Article |
| series | BMC Health Services Research |
| spelling | doaj.art-c82044921f8b42dfa0ccc2d817ac6b092024-04-07T11:12:45ZengBMCBMC Health Services Research1472-69632024-04-0124113510.1186/s12913-024-10841-3Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic reviewEmily C. Clark0Trish Burnett1Rebecca Blair2Robyn L. Traynor3Leah Hagerman4Maureen Dobbins5National Collaborating Centre for Methods and Tools, McMaster UniversityNational Collaborating Centre for Methods and Tools, McMaster UniversityNational Collaborating Centre for Methods and Tools, McMaster UniversityNational Collaborating Centre for Methods and Tools, McMaster UniversityNational Collaborating Centre for Methods and Tools, McMaster UniversityNational Collaborating Centre for Methods and Tools, McMaster UniversityAbstract Background Achievement of evidence-informed decision making (EIDM) requires the integration of evidence into all practice decisions by identifying and synthesizing evidence, then developing and executing plans to implement and evaluate changes to practice. This rapid systematic review synthesizes evidence for strategies for the implementation of EIDM across organizations, mapping facilitators and barriers to the COM-B (capability, opportunity, motivation, behaviour) model for behaviour change. The review was conducted to support leadership at organizations delivering public health services (health promotion, communicable disease prevention) to drive change toward evidence-informed public health. Methods A systematic search was conducted in multiple databases and by reviewing publications of key authors. Articles that describe interventions to drive EIDM within teams, departments, or organizations were eligible for inclusion. For each included article, quality was assessed, and details of the intervention, setting, outcomes, facilitators and barriers were extracted. A convergent integrated approach was undertaken to analyze both quantitative and qualitative findings. Results Thirty-seven articles are included. Studies were conducted in primary care, public health, social services, and occupational health settings. Strategies to implement EIDM included the establishment of Knowledge Broker-type roles, building the EIDM capacity of staff, and research or academic partnerships. Facilitators and barriers align with the COM-B model for behaviour change. Facilitators for capability include the development of staff knowledge and skill, establishing specialized roles, and knowledge sharing across the organization, though staff turnover and subsequent knowledge loss was a barrier to capability. For opportunity, facilitators include the development of processes or mechanisms to support new practices, forums for learning and skill development, and protected time, and barriers include competing priorities. Facilitators identified for motivation include supportive organizational culture, expectations for new practices to occur, recognition and positive reinforcement, and strong leadership support. Barriers include negative attitudes toward new practices, and lack of understanding and support from management. Conclusion This review provides a comprehensive analysis of facilitators and barriers for the implementation of EIDM in organizations for public health, mapped to the COM-B model for behaviour change. The existing literature for strategies to support EIDM in public health illustrates several facilitators and barriers linked to realizing EIDM. Knowledge of these factors will help senior leadership develop and implement EIDM strategies tailored to their organization, leading to increased likelihood of implementation success. Review registration PROSPERO CRD42022318994.https://doi.org/10.1186/s12913-024-10841-3Evidence-informed decision makingEvidence-based practiceKnowledge translationKnowledge mobilizationImplementationOrganizational change |
| spellingShingle | Emily C. Clark Trish Burnett Rebecca Blair Robyn L. Traynor Leah Hagerman Maureen Dobbins Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic review BMC Health Services Research Evidence-informed decision making Evidence-based practice Knowledge translation Knowledge mobilization Implementation Organizational change |
| title | Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic review |
| title_full | Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic review |
| title_fullStr | Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic review |
| title_full_unstemmed | Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic review |
| title_short | Strategies to implement evidence-informed decision making at the organizational level: a rapid systematic review |
| title_sort | strategies to implement evidence informed decision making at the organizational level a rapid systematic review |
| topic | Evidence-informed decision making Evidence-based practice Knowledge translation Knowledge mobilization Implementation Organizational change |
| url | https://doi.org/10.1186/s12913-024-10841-3 |
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