The original CFIR (Laura J. Damschroder et al. 2009) elaborated on this construct, stating that the importance of implementing and delivering the innovation relative to other initiatives can affect implementation outcomes.(Feldstein and Glasgow 2008; Klein, Conn, and Sorra 2001; Klein and Sorra 1996). If employees perceive that implementation is a key organizational priority (promoted, supported, and cooperative behaviors rewarded), then implementation climate will be strong (Klein, Conn, and Sorra 2001). When relative priority is high, employees regard the innovation as an important priority rather than a distraction from their "real work" (Klein, Conn, and Sorra 2001). The higher the relative priority of implementing an innovation, the more effective the implementation is likely to be (C. D. Helfrich et al. 2007; Klein, Conn, and Sorra 2001). The ability of an organization to fully implement may be a function of how many other initiatives or changes have been rolled out in the recent past, which may lead to being overwhelmed with yet another implementation (T. Greenhalgh, Robert, et al. 2004; D. H. Gustafson et al. 2003); as a consequence, implementation may become a low priority.