Working smarter not harder: Coupling implementation to de-implementation.
In this paper, we discuss de-implementation as an implicit part of implementation and organizational change, and consider its underlying processes of unlearning to discontinue or deviate from ineffective practice and learning to applying newer, more effective practices. We describe a typology of de-implementation that represents four types of change: partial reduction, complete reversal, substitution with related replacement and substitution with unrelated replacement of existing practice. We also explicate how learning and unlearning needed for effective change vary in these four types of de-implementation. Last, we propose coupling de-implementation and implementation efforts, which serve conceptual and logistical goals of organizational change.
Duke Scholars
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- Policy
- Organizational Innovation
- Learning
- Humans
- Delivery of Health Care
- 4203 Health services and systems
Citation
Published In
DOI
EISSN
Publication Date
Volume
Issue
Start / End Page
Location
Related Subject Headings
- Policy
- Organizational Innovation
- Learning
- Humans
- Delivery of Health Care
- 4203 Health services and systems