Organizational supports for knowledge translation in paediatric health centres and research institutes: insights from a Canadian environmental scan

Background Organizational supports are thought to help address wide-ranging barriers to evidence-informed health care (EIHC) and knowledge translation (KT). However, little is known about the nature of the resources and services that exist within paediatric health care and research settings across Canada to facilitate evidence use in health care delivery. This survey examined existing supports for EIHC/KT within these organizations to inform the design of similar EIHC/KT support programmes. Methods A national environmental scan was conducted using a bilingual online survey distributed to leaders at Canadian paediatric academic health science centres and their affiliated research institutes. Participants were invited through email, social media and webinar invitations and snowball sampling. Supports of interest included personnel, resources, services, organizational structures or processes, and partnerships or collaborations; barriers and successes were also probed. Data were compiled by site, reported using descriptive statistics, or grouped thematically. Supports were described using the AIMD (Aims, Ingredients, Mechanism, Delivery) framework. Results Thirty-one respondents from 17 sites across seven provinces represented a 49% site response rate. Eleven (65%) sites reported an on-site library with variable staffing and services. Ten (59%) sites reported a dedicated KT support unit or staff person. Supports ranged from education, resource development and consultation to protocol development, funded initiatives and collaborations. Organizations leveraged internal and external supports, with the majority also employing supports for clinical research integration. Supports perceived as most effective included personnel, targeted initiatives, leadership, interdepartmental expertise, external drivers and logistical support. Barriers included operational constraints, individual-level factors and lack of infrastructure. Conclusions This first survey of organizational supports for EIHC/KT identified the range of supports in place in paediatric research and health care organizations across Canada. The diversity of supports reported across sites may reflect differences in resource capacity and objectives. Similarities in EIHC/KT and research integration supports suggest common infrastructure may be feasible. Moreover, stakeholder engagement in research was common, but not pervasive. Tailored support programmes can target multi-faceted barriers. Findings can inform the development, refinement and evaluation of EIHC/KT support programmes and guide the study of the effectiveness and sustainability of these strategies.

Organizational Supports to Promote the Community Integration of People With Dual Diagnosis

One of the most common reasons people with intellectual and developmental disabilities (IDD) return to institutions is because of maladaptive behaviors. This study's aim was to examine the impact organizational supports can have on the community outcomes of people with dual diagnosis—those with IDD and psychiatric disabilities. We analyzed secondary Personal Outcome Measures interview data from 533 people with dual diagnosis. Findings revealed people with dual diagnosis were significantly more likely to have community outcomes present when they received individualized organizational supports. In addition, we found a number of disparities in organizational supports, including related to guardianship, communication method, and residence type. A more robust service system is necessary to ensure people with dual diagnosis are integrated into their communities.

Quality of Life Outcome and Support Disparities Among People With More Severe Impairments

People with intellectual and developmental disabilities (IDD) with more severe impairments often face service disparities. The aim of this study was to explore not only disparities in quality of life outcomes for people with IDD with severe impairments, but also disparities in the supports they receive from disability service organizations. Our analysis of Personal Outcome Measures interviews from 1,300 people revealed people with severe impairments experienced quality of life disparities in most domains, attributed to the fact that they also received fewer organizational supports than people with less severe impairments. By paying attention to person-centered outcomes, including these disparities, organizations' roles can shift from just providing services to supporting people to achieve the outcomes that are truly important to them.

Building Organizational Supports for Research-minded Practitioners

Chapter 11 of Practice Research in the Human Services: A University-Agency Partnership Model discusses issues and strategies related to providing organizational supports for practitioners in order to facilitate their engagement in practice research. The chapter describes: (1) the emerging organizational context for evidence-informed practice and practice research; (2) an evolving definition of the elements of a research-minded practitioner, which include curiosity, critical reflection, and critical thinking; (3) a beginning framework for conceptualizing relevant organizational supports; and (4) case examples of organizational supports provided by national organizations in the United Kingdom. The chapter concludes with an emerging set of lessons learned and questions to guide future practice research efforts.

Geographically mobile healthcare workers and the conditions of their travel: The perspectives of managers

Many healthcare workers are “on the road” traveling to and from fixed sites (eg, patients’/clients’ homes). Qualitative interviews with nine Nova Scotian managers of mobile healthcare workers explored the conditions of workers’ travel. Findings highlight challenges such as changing schedules, as well as positive features including flexibility over the travel schedule. Some managers noted worker mobility-related responsibilities including having to decide if travel is too dangerous due to poor weather. A few managers suggested that workers may not receive adequate economic reimbursement for travel costs (eg, wear and tear on vehicle), and in some instances, workers need to use a benefit (eg, vacation day) or are not paid if they cannot drive due to poor weather. Reported organizational supports for workers’ travel were variable. This research indicates a need for supportive mobility-related policies and practices across all organizations, including policies that cover economic costs related to travel for all workers.

TRIPLE PSYCHO-ORGANIZATIONAL SUPPORTS FOR CHANGE MANAGEMENT PROCESS

In this ever-changing era, organizations are required to be able to answer new challenges that will emerge such as globalization, rapid flow of information and rapid technological developments, resulting in increasing demand for quality employees. This forced the organization to be able to manage existing human resources properly and effectively in order to be able to keep up with the flow of change. Therefore, every organization will try to increase the commitment of its employees, especially the commitment to change. Employees are required to have a high commitment in dealing with change and have behaviors that support change, so that they are in accordance with the changing times and demands of the community, so that the organization can still exist and not be abandoned by its users. This study aims to develop a model to find out how to encourage individual behavior support to change by increasing individual commitment to change within an organization. Change oriented leadership, employee adaptability and the internalization of organizational values which we termed as three psycho-organizational supports are indicated as important antecedents to commitment to change, which in turn will encourage individual behavior to support to change. Research Methods: Data was collected from 116 respondents as employees in Statistical Bureau Province, Indonesia. The analytical method uses SEM (Structural Equational Modeling) to test the hypotheses. Sobel Test is used to test the effect of mediating variables in the model. Finding: Behavior to support change is strongly influenced by individual commitment to change, the higher the individual's commitment to change, the more they will encourage the individual to have behaviors that support change. While individual commitment to change is influenced by several factors such as change-oriented leadership, employee adaptability and organizational values. These three factors have a positive and significant influence on individual commitment to change. Keywords: Change-oriented leadership; employee adaptability; organizational values; commitment to change; behavior to support to change.