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Change Interventions (change + intervention)
Selected Abstracts[Commentary] TIME FOR A CHANGE OF PERSPECTIVE ON BEHAVIOUR CHANGE INTERVENTIONS?ADDICTION, Issue 6 2009JEAN ADAMS No abstract is available for this article. [source] Identifying attitudes, beliefs and reported practices of nurses and doctors as immunization providersJOURNAL OF ADVANCED NURSING, Issue 7 2010Karen L. Pielak pielak k.l., mcintyre c.c., tu a.w., remple v.p., halperin b. & buxton j.a. (2010) Identifying attitudes, beliefs and reported practices of nurses and doctors as immunization providers. Journal of Advanced Nursing,66(7), 1602,1611. Abstract Title.,Identifying attitudes, beliefs and reported practices of nurses and doctors as immunization providers. Aim., This paper is a report of a study conducted to examine the attitudes, beliefs, behavioural intentions and self-reported behaviour of nurses and physicians relating to key immunization behaviours and compare the findings for nurses and physicians. Background., Immunization is an important and effective public health intervention. Understanding immunization providers' attitudes and beliefs toward immunization has the potential to improve educational efforts and lead to behavioural change. Method., A postal survey was conducted with all immunization providers in British Columbia, Canada, in 2005. The survey elicited data on demographics, practice characteristics, attitudes, perceived social norms and perceived behavioural control related to key immunization behaviours. Results., Responses were received from 344 nurses and 349 physicians. The response rate was 67% for nurses and 22% for physicians. More nurses than physicians thought that administering all recommended vaccines at one visit was important (89·2% vs. 63·2%P < 0·001); nurses felt more pressure from parents to administer all recommended vaccines (82·4% vs. 48·7%P < 0·001), and nurses were also more likely to intend to give all recommended vaccines at one visit (98·8% vs. 73·8%P < 0·001). Both nurses and physicians thought that their own receipt of influenza vaccine each year was important (88·9%, 87·1% respectively P = 0·65). Conclusion., The foundational work done to develop the survey tool can be used to modify it so that survey findings can be validated according to the Theory of Planned Behaviour. The results could inform the development of behavioural change interventions targeting the identified determinants of immunization provider behaviour. [source] The relative effectiveness of practice change interventions in overcoming common barriers to change: a survey of 14 hospitals with experience implementing evidence-based guidelinesJOURNAL OF EVALUATION IN CLINICAL PRACTICE, Issue 5 2007Fiona Simpson MND Abstract Aims and objectives, Changing practice to reflect current best evidence can be costly and time-consuming. The purpose of this survey was to determine the optimal combination of practice change interventions needed to overcome barriers to practice change commonly encountered in the intensive care unit (ICU). Design, A survey instrument delivered by mail with email follow-up reminders. Setting, Fourteen hospitals throughout Australia and New Zealand. Subjects, Individuals responsible for implementing an evidence-based guideline for nutritional support in the ICU. Survey, Practice change interventions were ranked in order of effectiveness and barriers to change were ranked in order of how frequently they were encountered. Results, A response rate of 100% was achieved. Interventions traditionally regarded as strong (academic detailing, active reminders) were ranked higher than those traditionally regarded as moderate (audit and feedback), or weak (posters, mouse mats). The high ranks of the site initiation visit (educational outreach, modest) and in-servicing (didactic lectures, weak) were unexpected, as was the relatively low rank of educationally influential, peer-nominated opinion leaders. Four hospitals reported the same doctor-related barrier as ,most common' and the remaining 10 hospitals reported three different doctor-related barriers, two nursing-related barriers and three organizational barriers as most common. Conclusions, When designing a multifaceted, multi-centre change strategy, the selection of individual practice change interventions should be based on: (1) an assessment of available resources; (2) recognition of the importance of different types of barriers to different sites; (3) the potential for combinations of interventions to have a synergistic effect on practice change, and (4) the potential for combinations of interventions to actually reduce workload. [source] Promoting Lifestyle Change in the Prevention and Management of Type 2 DiabetesJOURNAL OF THE AMERICAN ACADEMY OF NURSE PRACTITIONERS, Issue 8 2003APRN, Robin Whittemore PhD Purpose To present the theoretical background for lifestyle change interventions in the prevention and management of type 2 diabetes and to provide pragmatic strategies for advanced practice nurses (APNs) to incorporate such interventions into their practices. Data Sources Selected scientific literature and the Internet. Conclusions There is an epidemic of obesity and type 2 diabetes among adults in the United States. Preventing or managing these health conditions requires significant lifestyle changes by individuals. Implications for Practice APNs are in a key role to deliver lifestyle change interventions, particularly in the primary care setting. Strategies to assist APNs with lifestyle change counseling include (a) assessment, (b) mutual decision making, (c) referral to education programs, (d) individualized treatment goals, (e) strategies to assist with problem solving, (f) continuing support and encouragement, (g) relapse prevention, and (h) ongoing follow-up. [source] Managing information sharing within an organizational setting: A social network perspectivePERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2009John-Paul Hatala Information sharing is critical to an organization's competitiveness and requires a free flow of information among members if the organization is to remain competitive. A review of the literature on organizational structure and information sharing was conducted to examine the research in this area. A case example illustrates how a social network approach was used to explore the process of measuring the social structure of an organization and the implementation of change interventions to increase connectivity and manage information sharing. The process of conducting social network analysis is described using the case example. Interventions for increasing information flow are discussed. The authors provide an information-sharing model that demonstrates the various domains of connectivity within an organization at any given state. The benefits of using social network analysis for information sharing and the implications for further research and practice are discussed. [source] Systematic review of post-treatment psychosocial and behaviour change interventions for men with cancerPSYCHO-ONCOLOGY, Issue 3 2010Hannah L. Dale Abstract Objectives: The psychosocial impacts of a cancer diagnosis include reduced quality of life, poorer inter-personal relationships, hopelessness and mental illness. Worse outcomes, including mortality rates have been found for single men with cancer compared with women and partnered men. The aim of this systematic review was to examine the effectiveness of post-treatment psychosocial and behaviour change interventions for adult men with cancer, in order to inform the development of an intervention. A focus on single men was intended. Methods: Ten databases were searched via Ovid and Web of Science. Papers were systematically extracted by title, abstract and full paper according to the inclusion/exclusion criteria. Full papers were assessed by two authors. Inclusion criteria: participants at any stage of a cancer diagnosis, ,50% male and aged 18+; psychosocial and/or behavioural post-treatment interventions, using any format; a one,three level of evidence. Couple/carer/family interventions were excluded. Results: From 9948 studies initially identified, 11 were finally included in the review. They implemented cognitive behaviour therapy, hypnosis or psychoeducational interventions. All studies had some positive results, however, lack of reporting of intervention content and methodological issues limit the findings. No studies intervened with single men, and none provided comparative outcomes for marital status. Conclusions: Effectiveness of interventions was difficult to assess as, while all had benefits, their generalisability was limited due to methodological and reporting limitations. Improved reporting procedures are required to allow for replication. Copyright © 2009 John Wiley & Sons, Ltd. [source] Managers' Active Support when Implementing Teams: The Impact on Employee Well-BeingAPPLIED PSYCHOLOGY: HEALTH AND WELL-BEING, Issue 3 2009Karina Nielsen Research has shown that a variety of organisational change interventions can be effective but the powerful positive results of an intervention do not always generalise to other similar settings. Problems with implementation and a difficult intervention context have been shown to undermine the effectiveness of promising interventions. The impact that middle managers have on the change process and intervention outcomes has not been widely researched. This longitudinal intervention study was carried out in the elderly care sector in a large Danish local government organisation (N = 188), where poor social support, and lack of role clarity and meaningful work had been identified as significant problems. To tackle these problems, teamwork was implemented, with teams having some degree of self-management. It examined whether middle managers' active support for the intervention mediated its impact on working conditions, well-being and job satisfaction. Structural equation modelling showed that middle managers' active involvement in implementing the change partially mediated the relationship between working conditions at time 1 and time 2. Working conditions at time 2 were in turn related to time 2 job satisfaction and well-being. These results suggest that the degree to which employees perceive their middle managers to play an active role in implementing change is related to intervention outcomes. [source] Models of Change Agency: a Fourfold ClassificationBRITISH JOURNAL OF MANAGEMENT, Issue 2 2003Raymond Caldwell Change agents often play significant roles in initiating, managing or implementing change in organizations. Yet these roles are invariably exaggerated or misrepresented by one-dimensional models that ignore the full complexity and scope of change agent roles. Following a review and theoretical clarification of some of the literature and empirical research on change agency, a new fourfold classification of change agents is proposed, covering leadership, management, consultancy, and team models. The four models reaffirm the significance of the multifaceted and complex roles change agents perform in organizational change, while underlining the importance of conceiving change interventions within organizations as processes that need to be coordinated and effectively managed. [source] | |||||||||||||