Implementation Team Members
Individuals who collaborate with and support the Implementation Leads to implement the innovation, ideally including Innovation Deliverers and Recipients.
Implementation Team Members include individuals who directly or indirectly participate in implementation and support the Implementation Leads. Implementation teams can play a critical role in implementation (Dy et al., 2015; Klein & Sorra, 1996; Means et al., 2020; Sue Dopson & Louise Fitzgerald, 2006), because Implementation Leads are not as effective alone (Miech et al., 2018). The original CFIR elaborated that engaging team members tasked with implementing an innovation (or to be “first users”), is an often-overlooked part of implementation; implementation teams ideally include deliverers and recipients. It is vital that Implementation Team Members are carefully and thoughtfully selected or respectfully encouraged to volunteer (Edmondson et al., 2001; Greenhalgh, Robert, et al., 2004; Pronovost et al., 2008) (see also Teaming, Engaging). The positive influence of having the “right people in the right seats” (Collins, 2009) is strong; having the wrong people or missing key opportunities to engage important individuals on the team can have negative influence on implementation success.
Qualitative coding guidelines that are aligned with the Updated CFIR will be added in the future.
As we become aware of measures, we will post them here. Please contact us with updates.
Collins, J. (2009). Good to Great—(Why Some Companies Make the Leap and others Don’t). NHRD Network Journal, 2(7), 102–105. https://doi.org/10.1177/0974173920090719.
Dopson, S., FitzGerald, L., Ferlie, E., Gabbay, J., & Locock, L. (2010). No magic targets! Changing clinical practice to become more evidence based. Health Care Management Review, 35(1), 2–12. https://doi.org/10.1097/HMR.0b013e3181c88e79.
Dy, S. M., Ashok, M., Wines, R. C., & Rojas Smith, L. (2015). A Framework to Guide Implementation Research for Care Transitions Interventions: Journal for Healthcare Quality, 37(1), 41–54. https://doi.org/10.1097/01.JHQ.0000460121.06309.f9.
Edmondson, A. C., Bohmer, R. M., & Pisana, G. P. (2001). Disrupted routines: Team learning and new technology implementation in hospitals. Administrative Science Quarterly, 46(4), 685–716.
Greenhalgh, T., Robert, G., Macfarlane, F., Bate, P., & Kyriakidou, O. (2004). Diffusion of innovations in service organizations: Systematic review and recommendations. Milbank Q, 82(4), 581–629.
Klein, K. J., & Sorra, J. S. (1996). The Challenge of Innovation Implementation. The Academy of Management Review, 21(4), 1055–1080.
Means, A. R., Kemp, C. G., Gwayi-Chore, M.-C., Gimbel, S., Soi, C., Sherr, K., Wagenaar, B. H., Wasserheit, J. N., & Weiner, B. J. (2020). Evaluating and optimizing the consolidated framework for implementation research (CFIR) for use in low- and middle-income countries: A systematic review. Implementation Science, 15(1), 1–19. https://doi.org/10.1001/jamasurg.2017.5565.
Miech, E. J., Rattray, N. A., Flanagan, M. E., Damschroder, L., Schmid, A. A., & Damush, T. M. (2018). Inside help: An integrative review of champions in healthcare-related implementation. SAGE Open Medicine, 6, 205031211877326. https://doi.org/10.1177/2050312118773261.
Pronovost, P. J., Berenholtz, S. M., & Needham, D. M. (2008). Translating evidence into practice: A model for large scale knowledge translation. 337(oct06_1), a1714-. https://doi.org/10.1136/bmj.a1714.