Aim: The purpose of this study was to explore the processes involved in the dissemination of a suicide prevention training programme (STORM) and, to add context to these processes in terms of its Workability, its ability to become Normalized (sustained) into practice. In addition, this study was interested in the part policy played in the dissemination of suicide prevention training. Background: The National Health Service needs to build capacity and capability to deliver high quality equitable care. Learning and professional development are key to this endeavour and yet there is a lack of apparent support within healthcare organizations to facilitate this. Programme evaluation is also needed to ensure that the training delivered is of good quality, applicable to practice and is sustainable. Whilst dissemination studies tell us that certain processes are important to the successful adoption of innovations, what is less clear is how these innovations are then sustained and routinized into practice. Method: Facilitators within three study sites were trained by the researcher to deliver the STORM programme. Participants directly involved in the dissemination of the STORM programme, or with policy implementation, were recruited to a multiple case study. Semistructured telephone interviews were conducted over a 12-month penoo. Findings: A culture of training was found that understood the processes needed to support a training programme. Suicide prevention policy was found to influence suicide prevention training to some degree. The Normalization Process Theory was found to have practical utility when applied to the work of training. Reflexive evaluation informed decisions to continue, adapt or cease the work of training. The work was fluid and dynamic with the ability to project itself into future work; it was normalized into practice. Conclusions: A culture of training can be identified that supports training. The Normalization Process Theory can identify the processes involved that help normalize (sustain) training into practice, and it can provide an evaluative tool. However, if organizations are to benefit from this research they must integrate sustainability and programme evaluation into their systems as continuing processes and not as outcomes. Further research is needed to explore how well organizations can benefit from this work.
|Creators||Green, Gillian Diana|
|Publisher||University of Manchester|
|Source Sets||Ethos UK|
|Type||Electronic Thesis or Dissertation|
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