Table 2 Inner setting measures from the consolidated framework for implementation related to symptom management care pathways (N = 23)
From: Barriers to symptom management care pathway implementation in pediatric Cancer
n* | % | |
|---|---|---|
Culture | ||
People at all levels openly talk about what is and isn’t working | 20 | 87% |
Most people in this department are willing to change how they do things in response to feedback from others | 16 | 70% |
It is hard to get things to change in our department | 4 | 17% |
I can rely on the other people in this department to do their jobs well | 21 | 91% |
Most of the people who work in our department seem to enjoy their work | 20 | 87% |
Difficult problems are solved through face-to-face discussions | 19 | 83% |
We regularly take time to reflect on how we do things | 16 | 70% |
After trying something new, we take time to think about how it worked | 17 | 74% |
People in this department operate as a real team | 20 | 87% |
Culture Stress | ||
I am under too many pressures to do my job effectively | 1 | 4% |
Staff members often show signs of stress and strain | 8 | 35% |
The heavy workload here reduces program effectiveness | 5 | 22% |
Staff frustration is common here | 5 | 22% |
Culture Effort | ||
People in this department always want to perform to the best of their abilities | 22 | 96% |
People are enthusiastic about their work | 21 | 91% |
People in our department get by with doing as little as possible | 0 | 0% |
People are prepared to make a special effort to do a good job | 20 | 87% |
People in this department do not put more effort into their work than they have to | 0 | 0% |
Implementation Climate | ||
Department staff are expected to help the institution meet its goal | 23 | 100% |
Department staff gets the support they need to implement care pathways for symptom management | 13 | 57% |
Department staff gets recognition for implementing care pathways for symptom management | 9 | 39% |
Implementing care pathways for symptom management is a top priority of the department | 14 | 61% |
Learning Climate | ||
We regularly take time to consider ways to improve how we do things | 20 | 87% |
People in our department actively seek new ways to improve how we do things | 22 | 96% |
This department encourages everyone to share ideas | 22 | 96% |
This department learns from its mistakes | 20 | 87% |
When we experience a problem in the department, we make a serious effort to figure out what’s really going on | 22 | 96% |
Leadership Engagement | ||
The department leadership makes sure that we have the time and space necessary to discuss changes to improve care | 19 | 83% |
Leadership in this department creates an environment where things can be accomplished | 19 | 83% |
Department leadership promotes an environment that is an enjoyable place to work | 18 | 78% |
Leadership strongly supports department change efforts | 21 | 91% |
Available Resources | ||
In general, when there is agreement that change needs to happen in the department we have the necessary support in terms of: budget or financial resources | 17 | 74% |
In general, when there is agreement that change needs to happen in the department we have the necessary support in terms of: training | 20 | 87% |
In general, when there is agreement that change needs to happen in the department we have the necessary support in terms of: staffing | 16 | 70% |
The following are available to make implementing care pathways for symptom management work in our department: patient awareness/need | 20 | 87% |
The following are available to make implementing care pathways for symptom management work in our department: provider buy-in | 19 | 83% |
The following are available to make implementing care pathways for symptom management work in our department: intervention team | 19 | 83% |