Michie et al. broadly define opportunity as “all the factors that lie outside the individual that make the behavior possible or prompt it” (Michie et al. 2011). In the updated CFIR (Damschroder, Reardon, Widerquist, et al. 2022), themes related to this construct are specific to implementing and delivering an innovation in the Inner Setting, including staff availability and sufficient time allocation, autonomy, and control to fulfill the role (Dy et al. 2015; Means et al. 2020; Ashok et al. 2018; Moretto et al. 2019). The quality of support provided by the Inner Setting to individuals is positively associated with implementation (Ovretveit 2002).
The original CFIR (Damschroder, Aron, et al. 2009) provided further elaboration on this construct. Allocation of time by the organization is a key component of Opportunity; individuals involved in implementation will be more effective if they have dedicated time rather than as a distraction on top of other job duties (Feldstein and Glasgow 2008). Implementation will be more effective when key individuals dedicate time and energy and are empowered and supported by their organization in their efforts to implement and deliver the innovation (Brach et al. 2008; Feldstein and Glasgow 2008; Fixsen 2007). However, Inner Settings may have “slack resources” (see Inner Setting: Structural Characteristics: Work Infrastructure) that enables people to “squeeze” time on top of their regular duties, to implement the innovation without noticeable unintended impacts. Ideally, leaders empower Innovation Deliverers and Implementation Leads and Teams by providing autonomy from rules, procedures, and systems of the organization so they can establish creative solutions to existing problems and generate support from other members of the organization.