| Literature DB >> 35927615 |
Justin Presseau1,2,3, Danielle Kasperavicius4, Isabel Braganca Rodrigues5, Jessica Braimoh6, Andrea Chambers7, Cole Etherington8,9, Lora Giangregorio10, Jenna C Gibbs11, Anik Giguere12, Ian D Graham8,13, Olena Hankivsky14, Alison M Hoens15, Jayna Holroyd-Leduc16, Christine Kelly17, Julia E Moore18, Matteo Ponzano10, Malika Sharma19,20, Kathryn M Sibley17,21, Sharon Straus4,20.
Abstract
BACKGROUND: Models, theories, and frameworks (MTFs) provide the foundation for a cumulative science of implementation, reflecting a shared, evolving understanding of various facets of implementation. One under-represented aspect in implementation MTFs is how intersecting social factors and systems of power and oppression can shape implementation. There is value in enhancing how MTFs in implementation research and practice account for these intersecting factors. Given the large number of MTFs, we sought to identify exemplar MTFs that represent key implementation phases within which to embed an intersectional perspective.Entities:
Keywords: Implementation science; Intersectionality; Knowledge translation
Mesh:
Year: 2022 PMID: 35927615 PMCID: PMC9351159 DOI: 10.1186/s12874-022-01682-x
Source DB: PubMed Journal: BMC Med Res Methodol ISSN: 1471-2288 Impact factor: 4.612
Fig. 1Intersecting individual and contextual factors that can shape individual identity [11, 17]
Fig. 2Knowledge-to-Action Framework [18]
Intersectionality considerations in the action cycle of the Knowledge-to-Action framework
| Knowledge-to-Action Framework Action Cycle Phase | Example Intersectionality Considerations |
|---|---|
| Identify the Problem | Who says there is a problem? Are they in a position of power? Do oppressed groups also categorize this as a problem? |
| Adapt Knowledge to Local Context | How can the practice change be adapted to meet practitioner intersections (e.g., age, language, and physical ability)? |
| Assess Barriers/Facilitators to Knowledge Use | What systems and structures of power contribute to individual-level barriers (e.g., beliefs about one’s capabilities)? |
| Select, Tailor, Implement Interventions | How can the implementation strategy be tailored to meet patient intersections (e.g., literacy level, language, and racialization)? |
| Monitor Knowledge Use | Are power dynamics influencing the delivery of the implementation strategy? |
| Evaluate Outcomes | Are outcomes the same across all patient groups (e.g., racialized immigrant women compared to non-racialized, Canadian-born men)? |
| Sustain Knowledge Use | Is staff attrition of certain groups (e.g., nurses who are also caregivers during a pandemic) contributing to knowledge loss? |
Fig. 3Overview of study
List of retained MTFs by KTA phase across all groups following Delphi-Round 2
| Model/Theory/Framework | Mean | Standard Deviation |
|---|---|---|
| Iowa Model of Evidence-Based Practice to Promote Quality Care | 4.57 | 2.31 |
| Knowledge Exchange-Decision Support | 4.21 | 1.76 |
| Conceptual framework for context-based evidence-based decision-making | 3.86 | 1.92 |
| Intervention Mapping Framework | 3.71 | 1.98 |
| Promoting Action on Research in Health Services framework | 3.64 | 1.74 |
| Quality Implementation Framework | 3.50 | 1.65 |
| Ecological Framework | 3.36 | 1.69 |
| PRECEDE-PROCEED | 3.29 | 1.73 |
| Organizational Readiness to Change Theory | 3.21 | 1.53 |
| Social Cognitive Theory | 3.07 | 1.49 |
| Organizational Development Theory | 3.00 | 1.80 |
| Organizational Theory of Implementation Effectiveness | 2.93 | 1.38 |
| Consolidated Framework for Implementation Research (CFIR) | 5.79 | 1.12 |
| Theoretical Domains Framework (TDF) | 5.71 | 1.90 |
| Behaviour Change Wheel | 5.57 | 2.10 |
| Ecological Framework | 4.14 | 1.88 |
| Knowledge Exchange-Decision Support | 4.07 | 1.73 |
| Promoting Action on Research in Health Services framework | 4.00 | 1.71 |
| Plan-Do-Study-Act (PDSA) Cycles | 4.00 | 2.00 |
| Theory of Planned Behavior | 4.00 | 1.75 |
| Social Cognitive Theory | 3.86 | 1.51 |
| Intervention Mapping Framework | 3.86 | 1.70 |
| Health Action Process Approach (HAPA) | 3.71 | 1.98 |
| PRECEDE-PROCEED | 3.57 | 1.70 |
| Conceptual framework for context-based evidence-based decision-making | 3.50 | 2.03 |
| Quality Implementation Framework | 3.50 | 1.51 |
| Organizational Development Theory | 3.43 | 2.03 |
| Iowa Model of Evidence-Based Practice to Promote Quality Care | 3.36 | 1.95 |
| Organizational Theory of Implementation Effectiveness | 3.36 | 1.60 |
| Organizational Readiness to Change Theory | 3.00 | 1.71 |
| Behaviour Change Wheel (BCW) | 6.36 | 1.08 |
| Consolidated Framework for Implementation Research (CFIR) | 5.79 | 1.31 |
| Theoretical Domains Framework (TDF) | 4.71 | 2.16 |
| Intervention Mapping Framework | 4.57 | 1.83 |
| Promoting Action on Research in Health Services framework | 4.57 | 1.22 |
| Quality Implementation Framework | 4.57 | 1.50 |
| Plan-Do-Study-Act (PDSA) Cycles | 4.29 | 2.09 |
| Diffusion of Innovations | 4.00 | 1.92 |
| Ecological Framework | 3.93 | 1.77 |
| PRECEDE-PROCEED | 3.79 | 1.97 |
| Health Action Process Approach (HAPA) | 3.79 | 2.01 |
| Social Cognitive Theory | 3.71 | 1.44 |
| Theory of Planned Behavior | 3.57 | 1.60 |
| Iowa Model of Evidence-Based Practice to Promote Quality Care | 3.43 | 2.03 |
| Organizational Development Theory | 3.29 | 1.94 |
| Organizational Theory of Implementation Effectiveness | 3.21 | 1.67 |
| Conceptual framework for context-based evidence-based decision-making | 3.21 | 1.76 |
| Organizational Readiness to Change Theory | 3.00 | 1.71 |
Suggested steps for enhancing MTFs with an intersectional lens
1. Form an interdisciplinary team that contains end users, practitioners, and theorists from a range of backgrounds. 2. Reflect individually and as a group on privilege, oppression, biases, and unique perspectives. 3. Conduct capacity building on definitions and key terms used across disciplines. 4. If applicable, prioritize MTF areas or types of MTFs to modify (e.g., Evaluate Outcomes phase of the KTA model). 5. Decide as a group on what criteria to use for prioritizing the MTFs. 6. Collate a list of all MTFs to consider. • Search for and review MTF syntheses • Probe team members for MTF suggestions 7. Facilitate each team member’s review of the MTF. • Create space for all team members to clarify their understanding of the MTFs • If the list of MTFs is too long, split the team up into smaller interdisciplinary groups 8. Use the Delphi procedure to prioritize an MTF using established criteria. 9. Reach out to the original MTF author to confirm the most updated version of the MTF. 10. Using an iterative approach, work as a team to enhance the MTF with an intersectional lens. Enhancements to consider include: • Apply reflection prompts to model stages. • Re-conceptualize existing MTF constructs to consider broader systems and structures of power. • Use illustrative examples that encapsulate lived experience of intervention recipients. 11. Usability test MTFs with end-users. Modify MTFs accordingly. |