Cultural Considerations of Evidence-Based Practice Implementation: Developing Organizational Culture Assessment Tools to Improve Adoption and Address the Science to Practice Gap
July 10, 2020
July 10, 2020
Yes, the Tampa Conference was canceled. However, you can still enjoy selected presentations in our Tampa Conference Webinar Series.
This presentation will directly address the disparity between EBP development, and EBP adoption/implementation at human service organizations, and outline approaches to navigate many of the obstacles that arise when translating an EBP from the research environment to the real-world implementation environment of organizations.
Many EBP selection and implementation processes fail to adequately account for the variable resources, leadership structures, staff expertise, and organizational cultures that exist in human services, instead taking a “ground zero” approach to implementation, starting from the bottom and retraining staff and leadership to replicate the research conditions under which a given EBP was developed as closely as possible. While this is certainly one approach to minimizing the impact of the science-to-practice gap in human services, this presentation will highlight an alternative approach: thoroughly accounting for organizational culture and its many salient markers prior to EBP selection, to reduce incongruence between organizational culture and an EBP from the outset of the selection/implementation process.
As has been noted by G.A. Aarons et al., “… human service technologies are delivered through the actions of individuals and organizations, which exist within complex, multi layered social contexts.” Through this presentation, we will take a close look at how this complex social context comes to bear on EBP implementation efforts. The presenters have incorporated foundational implementation science research focused on the impact of organizational culture on the implementation process, to develop organizational culture assessment tools that aid in the selection, adoption, and eventual implementation of those EBPs best suited to the unique organizational circumstances. We will be sharing examples of how the following criteria, which are unique to each organization, should inform organizational leadership throughout the implementation process.
The criteria examined are: Organizational Goals and Motivations; Delivery Environment; Target Population; Current Services and Funding; Extra-Organizational Community; Organizational Leadership; Organizational Resources (i.e. budget, networks, and professional relationships); Staffing and Training Processes, and; Broad Organizational Culture/History (i.e. turnover rates, organizational “champions,” and data collection protocols).
By approaching the question of EBP implementation from the “demand side” of current organizational practice, rather than the “supply side” of EBP development and dissemination, we might more effectively account for organizational realities that complicate the implementation of EBPs in real-world conditions and environments. A thorough organizational culture assessment tool allows organizations to use their time more efficiently and effectively in the selection and implementation of EBPs, by filtering the over-abundance of EBPs in the “marketplace” through unique organizational considerations, culture, and practice realities.
Peggy McElgunn, Esq.
Peggy McElgunn has over 30 years experience in working with over fifty national and international nonprofit organizations including associations, professional societies and accrediting bodies representing the fields of behavioral health, mental health, cardiovascular health, and business. In addition, Ms. McElgunn is a licensed attorney in the Commonwealth of Virginia with specialties in nonprofit organizations, contracts, and government/advocacy support. While her role has been primarily as the Executive Director or CEO, she has held positions at all levels and managing all aspects of nonprofit work. Her experience includes developing and implementing programs identified and directed by volunteer leadership; supporting members; increasing non dues income; planning and implementing activities for annual conferences with attendees of up to 8,000 people and regional educational seminars; and coordinating and supervising the production of newsletters, directories, magazines and promotional brochures. Her work includes financial management, including budgeting; strategic planning and implementation; and all aspects of volunteer administration including development of programs and implementation of the same. She has been responsible for development, implementation and management of marketing programs, membership development activities and legal affairs for the organizations she has served, as well.
Zach McElgunn has experience in behavioral health research, including poster presentations, statistical analysis, and behavioral health narrative analysis through his work as a research assistant at the University of Virginia. He has worked with a number of associations in the healthcare and behavioral health spaces to maintain/pursue accreditations and certifications in their respective fields, to organize and hold conferences centered on continuing education, and to achieve quality standards in their delivery of care. Currently, his work sits at the intersection of implementation science, organizational culture, and third party evaluation of systems of practice (i.e. accreditation in healthcare and behavioral health).