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Organizational process: a missing link between research and practice.

R A Rosenheck1

  • 1Veterans Affairs Northeast Program Evaluation Center, West Haven CT 06516, USA. robert.rosenheck@yale.edu

Psychiatric Services (Washington, D.C.)
|December 1, 2001
PubMed
Summary
This summary is machine-generated.

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Organizational processes significantly impact the adoption of new mental health treatments. Strategies like building coalitions and monitoring progress are crucial for integrating research into practice within complex healthcare systems.

Area of Science:

  • Health Services Research
  • Organizational Psychology
  • Mental Health Services

Background:

  • Organizational processes are often overlooked barriers to implementing innovative mental health treatments.
  • Large, complex healthcare organizations present unique challenges due to competing goals and dynamic environments.

Purpose of the Study:

  • To examine organizational characteristics that hinder or facilitate the adoption of innovative mental health treatment models.
  • To identify effective strategies for integrating evidence-based interventions into complex healthcare systems.

Main Methods:

  • Analysis of operational characteristics within large, complex organizations.
  • Review of strategies used in the Department of Veterans Affairs health care system for program implementation.

Related Experiment Videos

  • Discussion of organizational theories applied to mental health service delivery.

    • Main Results:

    • Complex organizations feature competing goals, uncertain technologies, and variable participant involvement.
    • Research interventions in controlled settings are not easily transferable to complex, open organizational systems.
    • Effective implementation requires strategies such as coalition building, aligning initiatives with organizational values, and performance monitoring.

    Conclusions:

    • Successful dissemination of new mental health treatments necessitates strategic engagement with organizational processes.
    • Developing learning organizations and communities of practice is vital for sustained innovation.
    • Addressing organizational barriers is key to bridging the gap between research and mental health practice.