Table 3 Network variation in extent to which activities were doing versus enabling
Primarily “doing for others” across networks | ||
Conduct ongoing monitoring of program implementation | ||
Clinical skills education | ||
Data collection to assess baseline practices | ||
Engaging stakeholders | ||
Managing team processes | ||
Project management/administrative tasks | ||
Providing support | ||
Providing updates and feedback to project participants | ||
Task orientation | ||
Technical assistance | ||
Primarily “enabling others to” across networks | ||
Action/implementation planning | ||
Adapting program to local context | ||
Developing shared vision/consensus building | ||
Fostering organizational change | ||
Fostering peer networking and contact with experts | ||
Problem identification | ||
Problem solving | ||
“Doing for” versus “enabling others to” was network dependent | ||
Activity | Network A | Network C |
Change skills education | 100% Doing | No involvement |
Goal/priority setting | 57% Enabling | 67% Doing |
Helping to hire clinical program staff | 50% Doing/Enabling | No Involvement |
Interceding and liaising with leadership and other departments | 65% Enabling | 50% Doing/ Enabling |
Marketing | 50% Doing/Enabling | 100% Doing |
Marketing Education | 50% Doing/Enabling | No Involvement |
Overcoming resistance to change | 73% Doing | 60% Enabling |
Strategy/policy development | 50% Doing/Enabling | 67% Enabling |
Technical assistance/ IT | 50% Doing/Enabling | 62% Enabling |