Table 3.
Relationship between rapid analysis themes and CFIR constructs, by participant type
| Rapid analysis theme | CFIR construct | CFIR domain | Exemplar quote from CFIR coding |
|---|---|---|---|
| Academic detailersa | |||
| A. Detailer training | ➔ Access to knowledge-information | Inner setting | “I think they are [leadership] definitely very receptive, and I think a part of that is because it started as a pilot program, so it’s been around here at least three years. They have gotten to see a lot of the good that’s been able to come out of it. Leadership is very receptive, providers are not so much. But definitely like our ACOS [Assistant Chief of Staff] of primary care, totally on board, and our mental health leadership are definitely on board.” Detailer 5 |
| B. Strong networks | ➔ Networks-communication | ||
| C. Performance tracking | ➔ Goals-feedback | ||
| D. Leadership supporta | ➔ Leadership engagement | ||
| E. Detailer-provider engagementa | ➔ Adaptability | Intervention characteristics | “I think one of the nice things that our program manager allowed us to do was to tailor our detailing to the needs of our facilities and our style. We were encouraged to develop our own style… I felt like my providers needed to be, like things needed to be maybe said in a more roundabout way, which probably wasn’t the most efficient.” Detailer 3 |
| D. Leadership supporta | ➔ Engaging internal implementation leaders ➔ Engaging opinion leaders |
Process | “Gaining leadership support, so meeting with, taking the time to meet with whoever is Service Chief or even Chief of Staff or Director to make sure they are on board. Because if you do not have leadership behind you, any time you spend with physicians can easily be disregarded and nobody else is kind of driving that same message.” Detailer 7 |
| E. Detailer-provider engagementa | ➔ Engaging key stakeholders | ||
| Providersb | |||
| A. Performance tracking | ➔ Goals-feedback | Inner setting | “The leadership, all are supportive. I mean, if we have somebody, we take them off medications, it ends up going to the quad, and they are supportive if we are not going to be giving somebody their narcotics for a specific reason.” Provider 1–4 |
| B. Leadership support | ➔ Leadership engagement ➔ Available resources |
||
| C. Materials and resources | ➔ Design quality-packaging | Intervention characteristics | “Yeah, I – I think specifically the little binder one was the one [materials] I sort of use the most. I work with some of our residents in internal medicine and I have been able to sort of like use them to kind of hand out things that they can take home and as far as like, ‘Here’s what I look at. You should look at this too.’” Provider 1–5 |
| D. Perceived valueb | ➔ Design quality-packaging | ||
| D. Perceived valueb | ➔ Knowledge-beliefs about the intervention | Characteristics of individuals | “I think it’s an effective way. I think it is. I think sort of it’s very human to be face-to-face with someone talking.” Provider 2–1 |
| E. Motivating behavior changeb | ➔ Self-efficacy | ||
| D. Perceived valueb | ➔ Engaging key stakeholders | Process | “She contacted me over email and the initial appointment that we had, which I think was before the Opioid Safety Initiative, she actually made the trip up to [the outpatient clinic] to meet me and primary care folks in person, and then the Opioid Safety Initiative meetings have mainly been by phone and with supplemental information that she has sent me by email.” Provider 2–2 |
| E. Motivating behavior changeb | ➔ Engaging key stakeholders | ||
| F. Detailer-provider engagement | ➔ Engaging key stakeholders ➔ Engaging internal implementation leaders ➔ Executing |
||
CFIR Consolidated Framework for Implementation Research
aAcademic detailer rapid analysis theme related to multiple CFIR constructs/domains
bProvider rapid analysis theme related to multiple CFIR constructs/domains