Table 6 An elaborate barrier and facilitator from the tool
Hindering determinants | Target population | Analysis (diagnosis) | Range of impact or involvement1 | Approaches (how do I make sure the QI initiative is hindered as little as possible by these determinants) |
Department level | ||||
Insufficient motivation among the workforce (212) | Employees who have to work with the intervention | * Do employees show commitment to the QI initiative, e.g. by being present at meetings, honouring agreements, and having the QI initiative discussed during work meetings? * Are employees saying that they are not motivated to work on the QI initiative? | Impact | * Make the employee take ownership of the problem, e.g. by giving them practical examples or letting them experience the problem from their own perspective * Clearly show that the QI initiative has been integrated with other issues in the department by making it clear how the project fits in with other ongoing projects or things happening in the department * Open the personal interests and underlying reasons for employees’ lack of motivation up for discussion by approaching them individually. A facilitating approach is helpful: ask questions such as “what can I do for you in order to convince you to participate in this initiative”? * Proactively inform department management about the QI initiative and ask them to bring the initiative t to the attention, such as by sending the newsletter or addressing it at the start of the day |
Facilitating determinants | Target population | Analysis (diagnosis) | Range of impact or involvement1 | Implementation (how do I make sure this determinant is present in my QI initiative) |
Department level | ||||
Sufficient support of management (2882) | Department management | * Conduct a stakeholder analysis * Does management meet its agreements? Are you involved in matters relating to the initiative? Do you receive information about the initiative? * Are a member of the Executive Board and a department head the project sponsor? Do they actively support it and provide resources? | Impact | * Seek support from management before the start of the initiative * At least once every 9 months, according to an agreement with the management, provide periodic information about the progress of the initiative. This is part of a detailed communication plan * Explicitly ask the department head and a member of the Executive Board to sign the project plan |