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Translating mental health recovery guidelines into recovery-oriented innovations

A strategy combining implementation teams and a facilitated planning process

Bibliographic Data

ID21457159
AuthorsMyra Piat (0000-0002-5933-0974, McGill University, corresponding author), Eleni Sofouli (0000-0002-1809-774X, McGill University), Megan Wainwright (0000-0001-9584-9944, Douglas Mental Health University Institute), Hélène Albert (Université de Moncton), Marie-Pier Rivest (0000-0001-8236-1843, Université de Moncton), Regina Casey (0000-0002-2943-3403, University of British Columbia), Sébastien LeBlanc (Université de Moncton), Lise Labonté (Douglas Mental Health University Institute), Joseph J O’Rourke (0000-0001-5043-2467, University of British Columbia), Sarah Kasdorf (Douglas Mental Health University Institute)
Year2022
Volume91
Pages102054
Publication date2022-04-01
Open AccessYes
TypeARTICLE
VenueEvaluation and Program Planning (JOURNAL)
Journal identifiersISSN: 0149-7189 • E-ISSN: 1873-7870
PublisherElsevier BV (PUBLISHER)
DOI10.1016/j.evalprogplan.2022.102054
PMID35219017
OpenAlexW4212952167
LanguageEN
Citations received1
References cited73

Recovery is the focus of mental health strategies internationally. However, little translation of recovery knowledge has occurred in mental health services. The purpose of this research is to bridge the gap between recovery guidelines and practice by developing a new implementation strategy involving the formation of implementation teams made up of different stakeholders (service users, service providers, managers, knowledge users) and facilitating a 12-meeting implementation planning process. Sevenmental health organizations across Canada successfully completed the process of translating the guidelines into a recovery-oriented innovation that was implemented. Fifty-five implementation team members were interviewed upon completion of the 12-meeting process. Findings indicate that implementation team members perceived the structured planning process as positive. Nevertheless, the language of implementation science remains difficult to understand for a non-academic audience. Key elements of the 12-meeting process included the value of consensus building among implementation team members and the subsequent shifting power relationships. While working with diverse stakeholders came with certain challenges, the process in itself was a form of system transformation. This type of engaged planning process was a significant departure from the more top-down approaches to organizational change that staff were used to

Bridge (graph theory) · Business · Knowledge management · Knowledge translation · Mental health · Process (computing) · Process management · Service (business) · Service provider · Computer Science · Health Policy Implementation Science · Marketing · Medicine · Mental Health and Patient Involvement · Psychiatric care and mental health services · Psychology

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Citations per year1
Citation span2026 - 2026 (1)
Highly citedNo

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