The NHS Institute for Innovation and Improvement website is now being administered by NHS Improving Quality - the Productive Series and other products are still being provided by Delivery Partners and supported by NHSIQ, and all material relating to the Productive Series is still accessible.

The NHS Institute closed on 31 March 2013. If an item you are looking for is not available here, you'll be able to see all publicly available content on The National Archives website: http://webarchive.nationalarchives.gov.uk/*/http://institute.nhs.uk.
X
This site uses cookies to help performance and allow us to improve your browsing experience. You can click here to view the cookies we use on this website along with information on how to restrict cookies using your browser settings. By clicking on the Continue button, you accept the terms of our privacy policy on our website.



   
i

NHS Institute for Innovation and Improvement: Spread & Adoption Tool

  • close

    Help - aSpread & Adoption Tool

    This practical tool represents what we know about spread and adoption. It will help you increase the scale and pace of the spread and adoption of innovation in the NHS. You can start with Assess or Browse and switch between the two then email your bookmarked sections. User guidance and further information.

    Assess

    Assess the readiness and likely success of the spread and adoption of an innovation (idea, initiative or programme) by altering the sliders. Click 'summarise assessment' and the tool will prioritise the factors requiring the most action.

    Browse

    Browse the resources to find suggestions, tools and examples of what others have done to increase the spread and adoption of innovations. Bookmark (click on symbol at right edge of the screen) any you wish to email to yourself or others.

    Email results

    Email your assessment and bookmarked resources to yourself and share with others. Your assessment can be used as a focus for discussion and planning. Invite colleagues to complete the assessment for the same innovation then compare your responses and discuss to see what action you need to take.

  • People

    Assess people based success factors

    action required
    consider action
    future review
    • Active senior managerial and clinical leadership exists to drive this innovation into routine practice
      Bookmark
      DisagreeAgree

      People

      Senior leadership

      • Active senior managerial and clinical leadership providing time and support will increase spread and sustainability

      What do I need to do?

      • Are you an active senior leader? If not understand why you are not more supportive
      • Identify who needs to become an active senior leader
      • Use tailored approaches to gain active support
      • If unsuccessful within timescale is there an alternative senior leader?

      Learning from others

    • There is active leadership at all levels and across all groups in support of this innovation
      Bookmark
      DisagreeAgree

      People

      Dispersed (local) leadership

      • Credible leadership at all required levels and across all groups to provide direction and ensure delivery will increase likelihood of spread and sustainability.
      • Effective relationship built on honest communication

      What do I need to do?

      • Where are the gaps in local leadership at all levels (senior, middle, front line) for this innovation?
      • Understand why these gaps occur?
      • Plan how to increase local leadership
      • What is your role in increasing local leadership?

      Tools that may help

    • There is active commitment from opinion leaders and key influencers
      Bookmark
      DisagreeAgree

      People

      Influencers

      • Clinical and managerial opinion leaders and influencers at all levels and across all groups can increase likelihood of spread, adoption and sustainability

      What do I need to do?

      • Identify opinion leaders and key influencers for this innovation and ascertain the level of their commitment
      • Seek to increase their commitment via tailored approach
      • If commitment is not forthcoming is there an alternative or is this individual essential for success?
      • Ensure consideration is given to opinion leaders and influencers at all levels and groups

    • Staff are motivated and energised by the benefits this innovation can deliver
      Bookmark
      DisagreeAgree

      People

      Motivation

      • Motivation and high energy levels will increase spread, adoption and sustainability
      • Factors that help increase motivation:
      • Early engagement
      • Active involvement and feedback

      What do I need to do?

      • Are you motivated and energised by this innovation?
      • Consider if the benefits may meet others values and if that can become motivating for you
      • Be clear about claimed benefits and understand why and which staff are not motivated
      • Identify if motivation levels can be increased and plan how you will make that happen

    • Incentives for staff to support the innovation are recognised and acknowledged
      Bookmark
      DisagreeAgree

      People

      What's in it for me / Incentives

      • Being clear about the incentives and disincentives the innovation produces is important for successful spread
      • Personal gains
      • Patient benefits
      • Safety and quality improvement
      • Additional resources

      What do I need to do?

      • Be honest with yourself and consider the impact on you of this innovation. Understand why you are/ not supporting this innovation. Does it match with your beliefs and values?
      • Along with anticipated benefits recognise and acknowledge the incentives and disincentives for individuals
      • Identify potential and actual responses by key individuals at all levels to this innovation in terms of incentives and disincentives
      • Consider how these responses impact on spread of this innovation esp. if individuals may block spread

    • Good team working with open and effective communication exists
      Bookmark
      DisagreeAgree

      People

      Teams

      • Effective teams and relationships will increase spread and sustainability
      • Characteristics of excellent team working
      • Empowered
      • Common goal
      • Clarity of roles
      • Shared Values - trust, respect, support
      • Work across boundaries
      • All groups present

      What do I need to do?

      • Identify team(s) critical for spread of this innovation
      • Is cross boundary working good?
      • Identify how your team works now
      • Identify how you can improve how your team works and discuss at team mtg.
      • Identify what training and support is needed and keep under review
    • Support is available from peers to help the innovation be put into routine practice
      Bookmark
      DisagreeAgree

      People

      Peer support

      • Support from peers can help increase spread

      What do I need to do?

      • Identify peers who have experience of adopting this or other innovations and provide mutual support
      • Utilise networks
      • Identify or form action learning sets (internal / external)

      Tools that may help

    • The service user's voice is heard and acted on
      Bookmark
      DisagreeAgree

      People

      Users *

      • Innovations which meet needs of the users will be more meaningful for many staff.
      • Users can help spread - user groups / forums by spreading information and creating a demand.
      • It is often those closest to the process who are best placed to give useful feedback on the way services work and how they can be improved.
      • *The term User includes people currently using services as well as the general public who may access services in the future. Some groups prefer the term 'service users', others prefer 'patient and public representative', or, 'experience expert'. Where it is appropriate the term user could include carers.

      What do I need to do?

      • Seek to understand why the input from users has been limited
      • Identify ways to increase the voice of the user in the use of this innovation
      • Identify what structures are currently in place for involving users?
      • Look at your data, what do we know already, what are users telling us?
      • Be clear how we are and could feed back to staff across the organisation

      Tools that may help

    • Internal and external networks to support and spread the experience of this innovation are used
      Bookmark
      DisagreeAgree

      People

      Networks

      • Support for this innovation and insight to other innovations that may be of interest

      What do I need to do?

      • Identify network(s) that may be relevant to you and actively participate
      • Identify other innovations that may be relevant to your organisation
      • Use networks to provide knowledge, information and insight on this innovation

  • Innovation

    Assess innovation based success factors

    action required
    consider action
    future review
    • It is clear what the expected benefits (for my area) are from this innovation
      Bookmark
      DisagreeAgree

      Innovation

      Expectations

      • Are benefits visible, tangible regarded as worthwhile?
      • If benefits are visible then increased likelihood of adoption

      What do I need to do?

      • Be clear what you expect the benefits to be within in your setting (what benefits, where and within what timescale)
      • Consider cost of putting the innovation into practice and the risks involved
      • What are the risks of not using this innovation?
      • Share your expectations with the adopters
      • Use knowledge from other sites
      • Be aware that benefits that are visible have a positive influence on acceptance of innovation
      • What are the expectations of stakeholders?
      • Are there any 'quick wins'?

      Learning from others

    • There is sufficient evidence of the benefits of this innovation
      Bookmark
      DisagreeAgree

      Innovation

      Evidence

      • Different types, levels and sources of evidence of benefits are needed to convince different audiences.
      • Quantitative (numbers) or qualitative (description)
      • Cost benefit or quality gain
      • Illustrative (case studies) or trials
      • From within NHS England or wider

      What do I need to do?

      • Check that you have all the available evidence
      • What is the evidence base for successful use of the innovation
      • Consider your target audience (adopters) and their likely evidence needs
      • Ensure adopters needs are met if evidence is available if not explain what is available and why it convinces you
      • Seek suggestions from other supporters of innovation
      • Look at examples of material used for other innovations

      Tools that may help

    • The innovation is presented in a meaningful and relevant way
      Bookmark
      DisagreeAgree

      Innovation

      Presentation

      • Presentation of an innovation to make it meaningful and relevant to the adopters can increase understanding, acceptance and adoption

      What do I need to do?

      • Use language and format(s) which make the key messages clear to your audiences (adopters)
      • Can you give a narrative / story that is meaningful for adopters?
      • Seek feedback from adopters on their views of presentation of the innovation
      • Look at examples from other innovations and from other sites

    • The innovation can be adapted to my setting
      Bookmark
      DisagreeAgree

      Innovation

      Adaptability

      • Greater adaptability will increase likelihood of adoption

      What do I need to do?

      • Be clear what adaptation needs to occur for use in your setting
      • Discuss with colleagues or those with experience of the innovation to help identify options for adaptation
      • Look at what other sites have done.
      • Be clear what impact adaptation may have on benefits
    • It is feasible to try out the innovation in my area
      Bookmark
      DisagreeAgree

      Innovation

      Trialability

      • Being able to try out an innovation increases likelihood of adoption (Rogers)

      What do I need to do?

      • Identify perceived barriers to trying out in your area and confirm if they exist
      • Identify potential benefits of trying out and use to persuade others
      • Speak to opinion leaders to help identify suitable site(s)

      Tools that may help

      Learning from others

    • The skills and resources needed for this innovation to work in practice have been identified
      Bookmark
      DisagreeAgree

      Innovation

      Implementation

      • The level of resource needed to put this innovation into practice - time, specialist skills, equipment needs to be understood and made available.
      • Increasing complexity decreases likelihood of adoption (Rogers)

      What do I need to do?

      • Ensure skills required to put into practice in your setting are fully identified using experience from other sites.
      • Identify key people for implementation especially lead clinician
      • Agree who is ultimately responsible for implementation
      • Make required resources including ££, available
      • Is there special funding available to support this innovation?
      • Consider sustainability of the innovation early in planning

    • It is clear how capturing and sharing the benefits of this innovation can occur
      Bookmark
      DisagreeAgree

      Innovation

      Measurement

      • Benefits need to be measured and reported locally to increase adoption and sustainability.
      • Measurement and evaluation need to Identify intended and unintended consequences

      What do I need to do?

      • State clearly the need and importance of local measurement and sharing of results
      • Ensure key individuals are clear about their role in making this happen
      • Measures are relevant and can demonstrate improvement and cost savings if needed
      • Establish clear baselines
      • Identify if data already collected can be used
      • Can measures be aligned with organisational strategy / annual plan?
      • Be alert to unintended consequences

  • Context

    Assess context based success factors

    action required
    consider action
    future review
    • This innovation will make an important contribution to help achieve a strategic priority
      Bookmark
      DisagreeAgree

      Context

      Meets needs

      • If the innovation helps to solve a need this increases likelihood of adoption

      What do I need to do?

      • Confirm your strategic improvement priority list is up to date
      • Explore if this innovation might link to or support a strategic priority.
      • Review if the timing is right for this innovation

    • The local experience of using other innovations is positive
      Bookmark
      DisagreeAgree

      Context

      Receptive context

      • Previous experience of innovations will influence how individuals respond to new innovations
      • Organisational memory

      What do I need to do?

      • Speak to colleagues who were part of previous innovation work at your organisation to understand the history
      • Identify key factors for lack of previous success
      • Gain insight of the potential impact previous negative experience of innovations may cause now
      • Make it clear what is different this time (e.g. innovation, fit with strategic priorities)
      • Can this innovation be 'piggy-backed' onto ongoing improvement activity?
    • This is a good time for this innovation to be used
      Bookmark
      DisagreeAgree

      Context

      Timing

      • Whether this is a 'good' time for this innovation will depend on local circumstances and whether even if not a good time on initial consideration, it may need to become a good time due to organisational needs.
      • Create an urgency of need - benefits vs. risks of no action

      What do I need to do?

      • Understand why now is not a good time in the organisation for this innovation
      • Can now be made a good time by creating an urgency of need? E.g. what harm could be avoided?
      • What needs to happen to make this a good time?
      • If not now, when should this innovation be revisited?

    • Internal and external stakeholders are engaged and have given their commitment to the innovation
      Bookmark
      DisagreeAgree

      Context

      Stakeholders

      • Engaged and committed stakeholders are needed for spread and adoption
      • Effective relationships

      What do I need to do?

      • Identify all internal and external strategic stakeholders
      • Understand why any are not fully engaged and committed to the innovation
      • Seek to gain their commitment by a targeted approach reflecting their reasons for non-engagement

    • The existing infrastructure e.g. IT systems, split sites supports this innovation to work
      Bookmark
      DisagreeAgree

      Context

      Infrastructure

      • Existing infrastructure can help or hinder the spread of an innovation and considering implications before decision to adopt is made is important

      What do I need to do?

      • Can the infrastructure be adapted to ease adoption of the innovation?
      • Can the innovation be adapted to work within the infrastructure constraints?
      • Look for examples of similar challenges overcome elsewhere.

      Tools that may help

      Learning from others

    • The disruption the innovation will cause to existing systems e.g. working hours/ rotas, lab results reporting has been considered and planned for
      Bookmark
      DisagreeAgree

      Context

      System disruption

      • Adopting an innovation may cause system disruption which may be helpful but usually is not.
      • Greater compatibility with existing systems usually leads to easier adoption.
      • Insight as to potential system disruption is important in the decision to adopt an innovation.

      What do I need to do?

      • Identify fully how disruptive this innovation will be and on which systems
      • Seek to minimise disruption and to manage that which is necessary to minimise negative impact
      • Will adaptation of the innovation decreased disruption while still delivering required benefits?
      • Look for similar examples where system disruption has been managed successfully

      Tools that may help

Email your assessment


This field is requiredRequired field

This field is requiredRequired field

This field is requiredRequired field

Type an email address to share with another or type your own email address again
This field is requiredRequired field



Include the following in the email:

Assement Bookmarked content Link to this tool