The original CFIR (Laura J. Damschroder et al. 2009) highlighted the importance of aligning the innovation with the Inner Setting mission (Kochevar and Yano 2006; Simpson and Dansereau 2007; VanDeusen Lukas et al. 2007) and other concurrent initiatives (Wagner et al. 2017).
Helfrich et al. found that perceived fit with mission was an important predictor of successful implementation (C. D. Helfrich et al. 2007). This alignment requires being well-informed and understanding the goals related to an innovation (C. D. Helfrich et al. 2007). From an organizational perspective, the degree to which goals (aligned with mission) are clearly communicated, acted upon, and measured, monitored, and reported is important for successful implementation (see Implementation Process: Engaging and Inner Setting: Communications) (VanDeusen Lukas et al. 2007). Among the most effective ways to engage key individuals (e.g., leaders) is to have a change effort that is aligned with and contributes to achieving organizational goals (VanDeusen Lukas et al. 2007). A shared sense of responsibility as well as understanding organizational goals and believing task decisions are based on those goals, may contribute to implementation success (Simpson and Dansereau 2007). The Chronic Care Model emphasizes the importance of relying on multiple methods of evaluation and feedback about achieving mission, including clinical, performance, economic evaluations, and experience (Thomas Bodenheimer 2002; Thomas Bodenheimer, Wagner, and Grumbach 2002).