Roman Kislov - Böcker

This Element introduces and critically reflects on the contribution of implementation science to healthcare improvement efforts. Grounded in several disciplines, implementation science is the study of strategies to promote the uptake of evidence-based interventions into healthcare practice and policy. The field's focus is threefold. First, it encompasses theory and empirical research focused on exploring, identifying, and understanding the systems, behaviours, and practices that influence successful implementation. Second, it examines the evaluation of strategies to address barriers or enablers to implementation in a given context. Last, it increasingly seeks to understand the process of implementation itself: what actually gets implemented, and when, why, and how? Despite the growing body of evidence, challenges remain. Many important messages remain buried in the literature, and their impact on implementation efforts in routine practice may be limited. The challenge is not just to get evidence into practice, but also to get implementation science into practice. This title is also available as Open Access on Cambridge Core.

Healthcare managers, professionals and service users operate in an increasingly complex environment in terms of policy, regulation and governance arrangements. The policy process is becoming pluralised as competing narratives are drawn upon to influence practice. A wide range of contradictory and inconsistent policies are on offer to healthcare stakeholders, which ultimately results in a broad spectrum of responses, adaptations and improvisations throughout the process of policy implementation. The impact on managerial and professional practice is significant: Whilst some voices are suppressed or ignored, the complex nature of contemporary policy contexts can also help local actors exercise their agency and advance their agenda.This edited volume investigates how contemporary policy trends are influencing healthcare systems, organisations and professions and explores the various ways in which policy implementation could be enacted, resisted and reinvented by healthcare managers and professionals on the ground. It sheds light on the complex web of connections that exist between policy development (Part I), its translation into practice (Part II), and the activities of organisational leaders who are trying their best to make sense of – and succeed in – challenging policy contexts (Part III).