Implementation of Evidence-Based Practice In Human Service Organizations: Implications From Agent-Based Models

Area of Science:

• Organizational behavior
• Social network analysis
• Implementation science

Background:

• Policy impact relies heavily on effective implementation within organizations like schools and hospitals.
• Intraorganizational network dynamics significantly influence the adoption of evidence-based practices.

Purpose of the Study:

• To investigate how intraorganizational network dynamics affect the implementation of evidence-based practices.
• To explore the role of organizational identification in practice divergence and network polarization.

Main Methods:

• Agent-based modeling was employed to simulate intraorganizational interactions.
• The study modeled the effects of external change agents introducing policy-aligned messages.

Main Results:

• High organizational identification can lead to behavioral divergence and network polarization.
• External change agents may unintentionally foster divergence and polarization, hindering implementation.
• Organizational capacity to absorb new practices can be reduced under high identification.

Conclusions:

• External change agents must consider the interplay between message content and network dynamics driven by organizational identification.
• Strategies for implementing evidence-based practices should account for internal organizational social structures.
• Understanding and managing intraorganizational networks is crucial for successful policy implementation.