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PubMed2001

Disseminating effective health promotion programs from prevention research to community organizations.

Promising programs developed through health promotion and disease prevention research are not always disseminated to the agencies, organizations, and individuals that can benefit from them most. Systematic and practical approaches to dissemination are needed to ensure that effective programs more often reach end users in communities. This article describes six steps used in translation and dissemination of the ABC Immunization Calendar program to public health centers in St. Louis, Missouri. The authors discuss how one health center successfully adopted this program and provide recommendations for other researchers seeking to disseminate innovative, effective health promotion programs.

Community Health Services↗
PubMed2006

Innovation in healthcare: a systematic review of recent research.

Research on innovations in healthcare organizations published between 1994 and 2004 are here reviewed and summarized. The majority of the 31 identified studies dealt with the adoption of innovations and new practices and were cross-sectional designs applying quantitative methods, or multiple case studies applying qualitative methods. Five pathways for future research are recommended: (a) Multilevel approaches studying innovation simultaneously on individual, group, and organizational levels; (b) a combination of quantitative and qualitative data; (c) use of longitudinal designs (innovation both as the dependent and independent variable); (d) application of experimental designs in interventions; and (e) exploration of innovation generation and structural innovations.

Cross-Sectional Studies↗
PubMed2004

Surgical innovation or surgical evolution: an ethical and practical guide to handling novel neurosurgical procedures.

OBJECT: Surgical innovation is an important driver of improvements in technique and technology, which ultimately translates into improvements in patients' outcomes. Nevertheless, patients may face new risks of morbidity and mortality when surgical innovation is used, and well-intentioned surgical "experimentation" on patients must be regulated and monitored. In this paper the authors examine the challenges of defining surgical innovation and briefly review the literature on this challenging subject. METHODS: Using examples from the field of neurosurgery and in part from the personal experience of the senior author, the authors develop a model of levels of experimental acuity of surgical procedures and offer recommendations on how these procedures would best be regulated. CONCLUSIONS: The authors propose guidelines for determining the need for regulation of innovation. The potential role of institutional review boards in this process is highlighted.

Diffusion of Innovation↗
PubMedDate not supplied

Factors affecting the innovative practice of nurse managers in health organisations.

This exploratory study reports on two surveys conducted in metropolitan and rural health organisations. Two questionnaires consisting of open and closed questions were distributed to a total of 340 respondents resulting in 176 usable responses, yielding a response rate of 53%. The findings revealed that nurse managers require fairness, trust, recognition, supervisory encouragement, organisational support, and reward for efforts. These are key aspects of organisational climate, which support innovative practice. Experience and innovation were significantly related and other factors such as, management structures and management styles, also had an impact on nurse managers' ability to exhibit innovative behaviour in the 21st Century workplace.

Adult↗
PubMed2003

The new dental biology--threat or opportunity?

A clinician argues that the new biology is a threat or an opportunity depending on the perspective practitioners take. New approaches should be seen as extensions of the services dentists can provide patients rather than restrictions. Different parts of the new biology will become available in the office at different times, and will be implemented by general practitioners or specialists, depending on their character. Important innovations in diagnosis and prevention are emerging currently. New relationships with medicine will be forged rather than dentistry becoming part of medicine. Innovations in dental education and continuing education will accelerate the coming changes.

Biology↗
PubMed2004

The new rules for bringing innovations to market.

It's tough to get consumers to adopt innovations--and it's getting tougher all the time. That's because more and more markets are taking on the characteristics of networks. The interconnections among today's companies are so plentiful that often a new product's adoption by one player depends on its systematic adoption by other players. Consider the disparate companies involved with the popularization of digital photography: software vendors, camera manufacturers, broadband communications companies, printer manufacturers, and so on. By contrast, Kodak was pretty much the sole player involved with popularizing film photography. The traditional levers executives use to launch products--such as targeting unique customer segments or developing compelling value propositions--don't work as well in this new environment. Instead, innovators must orchestrate a change of behaviors across the market, unraveling the status quo so that a large number of players adopt their offerings and believe they are better off for having done so. In this article, Monitor Group's Bhaskar Chakravorti outlines a four-part framework for doing just that. The innovator must reason back from a target endgame, implementing only those strategies that maximize its chances of getting to its goal. It must complement power players, positioning its innovation as an enhancement to their products or services. The innovator must offer coordinated switching incentives to three core groups: the players that add to the innovation's benefits, the players that act as channels to adopters, and the adopters themselves. And it must preserve flexibility in case its initial strategy fails. Chakravorti uses Adobe's introduction of its Acrobat software as an example of an innovator that took into account other players in the network--and succeeded because of it.

Commerce↗
PubMed1994

Adoption of information technology enabled innovations by primary care physicians: model and questionnaire development.

A survey instrument was developed based on a model of the substantive factors influencing the adoption of Information Technology (IT) enabled innovations by physicians. The survey was given to all faculty and residents in a Primary Care teaching institution. Computerized literature searching was the IT innovation studied. The results support the role of the perceived ease of use and the perceived usefulness of an innovation as well as the intent to use an innovation as factors important for implementation. The model and survey instruments developed show significant potential to enhance our understanding of the process of implementing IT innovations such that Physicians will adopt them.

Attitude to Computers↗
PubMed2005

Christine McGuire: at the heart of the maverick measurement maven.

In this article, part of the Exemplar series in Advances in Health Sciences Education, we profile the career of Christine McGuire, and capture her perspectives on the status of medical education practice and research. Her career was prototypical of other exemplars in the series--a pathway characterized by serendipity. As an exemplar, her contributions of leadership, scholarship, and innovations have changed the face of medical education. We describe our methods of data collection--literature reviews and in-depth interviews. We provide a portrayal of her career and accomplishments. Finally, we characterize her perspectives on medical eduction, including her views of significant innovations, contributions of professional educators, lessons learned, and needed future efforts.

Career Mobility↗
PubMed1996

Nurses' adoption of a patient-controlled analgesia approach.

The value of a patient-controlled analgesia (PCA) approach has been demonstrated in the literature. A group of nurses responsible for implementing a PCA approach in their agencies reported varying levels of success. It was not known how nurses' values, goals, and experiences influenced their innovation adoption behavior, nor was it understood how an organization's contextual factors affected nurses' adoption of the PCA approach. The purpose of this study was to increase the understanding of the factors that influence nurses' adoption of PCA. A total of 13 coinvestigators responsible for the implementation of PCA in their agencies formed a participatory action research group. A phenomenological approach, using staff nurse focus groups, was chosen by the coinvestigators to gather data from their respective agencies. The concept of innovation adoption provided the framework for the study.

Adolescent↗
PubMed1999

The Oregon Health Plan and the political paradox of rationing: what advocates and critics have claimed and what Oregon did.

The article proceeds in three sections. First, we very briefly review the original proposals and ensuing (and misleading) debate over rationing in Oregon. Next, we explore how the politics of rationing unfolded in Oregon from the enactment of OHP to its implementation. Finally, we consider the character of Oregon's innovation and the broader lessons that it holds for reform efforts elsewhere.

Diffusion of Innovation↗
PubMedDate not supplied

From spare change to real change. The social sector as beta site for business innovation.

Corporations are continually looking for new sources of innovation. Today several leading companies are beginning to find inspiration in an unexpected place: the social sector. That includes public schools, welfare-to-work programs, and the inner city. Indeed, a new paradigm for innovation is emerging: a partnership between private enterprise and public interest that produces profitable and sustainable change for both sides. In this article, the author shows how some companies are moving beyond corporate social responsibility to corporate social innovation. Traditionally, companies viewed the social sector as a dumping ground for their spare cash, obsolete equipment, and tired executives. But that mind-set hardly created lasting change. Now companies are viewing community needs as opportunities to develop ideas and demonstrate business technologies; find and serve new markets; and solve long-standing business problems. They focus on inventing sophisticated solutions through a hands-on approach. This is not charity; it is R & D, a strategic business investment. The author concedes that it isn't easy to make the new paradigm work. But she has found that successful private-public partnerships share six characteristics: a clear business agenda, strong partners committed to change, investment by both parties, rootedness in the user community, links to other organizations, and a commitment to sustain and replicate the results. Drawing on examples of successful companies such as IBM and Bell Atlantic, the author illustrates how this paradigm has produced innovations that have both business and community payoffs.

Commerce↗
PubMed2003

Clinical management. Where medicine meets management. Whose bright idea?

Managers can fall to act on creative thinking from the ground, often through preoccupation with the short term. Royal National Orthopaedic trust has pioneered voice-activated endosuites, CD-ROM training and cartilage transplants. Without an innovator, shaper and implementer, new projects are almost certain to fall.

Administrative Personnel↗
PubMed2004

Physicians: the key to IT success.

As hospital trustees weigh the costs and patient safety issues surrounding long-term planning and investment in information technology tools, physician willingness to accept and adopt IT innovations is key to their success.

Attitude to Computers↗
PubMed1994

Innovative behavior in nurse executives.

This study addresses the problem-solving styles of hospital nurse executives and explores the relationship between problem-solving style and leader effectiveness. The Kirton Adaption-Innovation Inventory (KAI) and the Leader Effectiveness and Adaptability Description-Self (LEAD-S) were the instruments used to survey nurse executives from 66 medium-sized urban California hospitals. The majority of respondents used innovative approaches, but no correlation was found between problem-solving style and leader effectiveness.

Diffusion of Innovation↗