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发布于:2018-1-4 05:16:18  访问:1 次 回复:0 篇
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Eing positive attitudes concerning the intervention among providers (buy-in). Providers who
Providers who held a pre-existing belief inside the significance of recognizing and treating mental wellness issues 1568539X-00003152 in main care, who located the 07), and emotion dysregulation (Claes et al., 2010a; Riley et al., 2016) than intervention nonburdensome, who perceived the ACS as visible and well-liked, who valued the feedback in the clinical team, and who observed constructive patient outcomes (especially lowered somatic complaints) were people who most enthusiastically supported the intervention. Other important barriers to implementation have been possessing large numbers of part-time primary care providers within a clinic, applying a part-time ACS, a lack of devoted space for ACSs, unsatisfactory communication with ACSs, and engagement challenges connected to low SES and Hispanic individuals. Essential barriers to sustainability of your intervention were the cost of the ACS (a "deal-breaking" barrier) and space issues. There were not numerous dramatic variations in reaction for the intervention across stakeholder groups or clinic types, but a handful of variations did emerge. Clinic administrators/managers, who were normally these charged with finding ACS operate space and overseeing clinic operations, reported the most initial skepticism in regards to the intervention and reported experiencing by far the most burden brought on by the intervention.Eing constructive attitudes about the intervention amongst providers (buy-in). Providers who held a pre-existing belief within the significance of recognizing and treating mental wellness complications 1568539X-00003152 in main care, who identified the intervention nonburdensome, who perceived the ACS as visible and well-liked, who valued the feedback from the clinical group, and who observed positive patient outcomes (in particular decreased somatic complaints) had been those who most enthusiastically supported the intervention. Other facilitators had been a reputable and proximate place on the ACS‘s workspace, having the ACS function full-time within the clinic, "face time" for ACSs to interact often with providers, as well as the perception of a somewhat high prevalence of anxiety amongst clinic patients. Those clinics with prior expertise with an on-site mental well being provider and/or collaborative-care interventionist appeared to much more readily implement the intervention. It can be also possible that clinics with pre-existing mental overall health providers attracted a higher number of patients with anxiousness disorders, and as a result, these clinics may possibly have recognized a greater benefit of your intervention.Curran et al. Implementation Science 2012, 7:14 http://www.implementationscience.com/content/7/1/Page eight ofNumerous barriers to implementation had been also identified. Initially and foremost, it was clear that not all providers bought in for the intervention. Some had been infrequent customers from the intervention, and a few by no means employed it at all. For some, this relative lack of use appeared to be tied to their impression that anxiousness prevalence was low in their clinics. For other people, the lack of use appeared to become linked to a common lack of comfort with treating mental illness or possibly a belief that mental overall health really should not be treated in key care. Further, these providers didn‘t look to respond to (or possibly didn‘t attend) conventional educational sessions by specialists presenting proof on anxiousness prevalence and effectiveness of collaborative-care interventions. It truly is attainable that additional marketing of your jir.2012.0117 intervention may possibly have improved provider buy-in.
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