Table 1 Characteristics and ranking for strong, moderate and weak contextual elements in relation to ACCII
From: The interplay of contextual elements in implementation: an ethnographic case study
| Â | Strong contextual elements | Moderate contextual elements | Weak contextual elements |
|---|---|---|---|
Evidence | *The ACC dosing algorithm is valid and the evidence for use is compelling | *The dosing algorithm used inconsistently | *Little use of the algorithm |
*The dashboard is used regularly to address loss to follow-up and patients who need more attention | *Dashboard is used inconsistently and/or only for loss to follow-up | *Dashboard rarely used | |
Teamwork | *Good working relations | *Mediocre working relations—not clearly working toward a common goal | *Divided teams or non-functional teams |
*Ability to problem solve together | *Divided team | *Poor working relationships | |
*Team system in place to support each other | *Problem solving uneven | *Weak systems that provide little support | |
*Working together to a common goal | *Mediocre system of support | *Little common effort toward working toward a common goal | |
Communication | *Established effective communication pathways both formal and informal | *Moderately established and used communication pathways | *Dysfunctional communication pathways both formal or informal |
*Consistent pathways for new information to spread | *Inconsistent pathways for new information to spread | *Dysfunctional pathways for new information to spread | |
Leadership | *Supports and leads effective teamwork | *New to leadership or new to the VA | *Not supportive of effective teamwork |
*Inclusive decision making | *Uneven use of empowerment in learning and managing | *Disempowering environment for staff | |
*empowering learning and managing | *Less inclusive decision making | *Lack of role clarity roles | |
*Role clarity | *Less role clarity | *Low of interaction with staff | |
*Transformational leadership |