A14

IMPLEMENTING EVIDENCE-BASED-PRACTICES: THE POWER OF ORGANIZATIONAL SOCIAL CONTEXTS (CULTURE AND CLIMATE) AND HOW TO IMPROVE THEM (ARC ORGANIZATIONAL DEVELOPMENT INTERVENTION).

Presenters: Anthony Hemmelgarn

Abstract Category: Leadership 

Instruction Level: Beginner

Presentation: Click Here

Description: 

Implementation success of EBP’s are highly dependent on the social contexts of organizations, contexts which can be changed.

Abstract:

The success of interventions, therapies, treatments and, indeed, of the organizational itself, depends on the social context of an organization. Organizational social contexts affect whether new treatment and service protocols are adopted, how they are implemented, and whether they are sustained and effective. This is particularly true in human service organizations where the work is often indeterminate, demanding, and highly complex; paralleled by technologies (treatments and strategies) that are malleable and easily manipulated.  These characteristics engender a situation in which evidence-based-practice implementation is highly susceptible to established cultural norms, attitudinal/climate perceptions of therapists, and structural characteristics of organizations.  Evidence will be presented to illustrate 1) the influence of organizational contexts, 2) a system designed to assess organizational social contexts (Organizational Social Context Measurement System), and 3) efforts to develop social contexts that insure success (ARC Organizational Development Intervention).  Application within rural and urban settings will be discussed.