Building a practice research network: Obstacles faced and lessons learned at the Center for Collegiate Mental Health

Abstract

Large-scale collaborations between researchers and practitioners are possible, and some recommendations can be made based on the experience of CCMH.

Building clinicians-researchers partnerships: Lessons from diverse natural settings and practice-oriented initiatives

“…As evocatively stated by Boswell et al (2014), clinicians "do not like 'big brother' and perhaps with good reason" (page 7). Rightly so, practitioners have questioned the ability of specific outcome results to accurately capture the clients' change, as well as the appropriateness of interpreting any outcome data without proper context or consideration of other sources of information (e.g., how complex the client's problems are, including his/ her life circumstances; McAleavey et al, 2014;Strauss et al, 2014).…”

“…Also investigated are a number of characteristics related to the client, such as sociodemographic factors, treatment history, diagnostic variables, pretreatment severity and family functioning, and attachment (Adelman et al, 2014;Holmqvist et al, 2014;McAleavey et al, 2014;Szapocznik et al, 2014;West et al, 2014); therapist, such as hours per week of direct care and personal style (see Fernández-Álvarez et al, 2014;West et al, 2014); treatment, such as practice settings, referral process, access to, utilization and provision of different types of services (psychotherapy and/or pharmacotherapy), sources of payment and management of care, as well as societal beliefs toward psychotherapy (Fernández-Álvarez et al, 2014;McAleavey et al, 2014;West et al, 2014); and the relationship between some of these variables, such as the congruence between client and therapist's perceptions of symptoms, as well as differences in diagnosis and treatment provided across patients' race and ethnicity (Holmqvist et al, 2014;West et al, 2014).…”

“…A common focus is the assessment of change using standardized outcome monitoring. This involves tracking or predicting the progress of individual, large groups, or specific types of clients (Adelman, Castonguay, Kraus, & Zack, 2014;Boswell, Kraus, Miller, & Lambert, 2014;Castonguay, Pincus, & McAleavey, 2014;Fernández-Álvarez, Gómez, & García, 2014;Holmqvist, Philips, & Barkham, 2014;Koerner & Castonguay, 2014;McAleavey, Lockard, Castonguay, Hayes, & Locke, 2014;Strauss et al, 2014;West et al, 2014). The use of outcome monitoring in day-to-day practice has allowed some of these programs to investigate a number of issues related to specific patterns of change (such as dose-effect and good enough models, predictors of differential response patterns, sudden changes, deterioration, and therapist-client responsiveness), as well as the impact of providing feedback and clinical tools to therapists based on client change.…”

Convergence as public health innovation: a case for tobacco control

“…57 In the meantime, real-world experiences of convergent innovation consortia such as MeTRIC will reveal important insights to guide in the creation and implementation of a much needed framework for convergence in tobacco control. Convergence innovation thrives on partnerships among those who "dream big", 43 requiring not only hard work but also "ambitious goals". 34 It also recognizes "the diversity, complexity, and dynamic nature of conditions and contexts", 18 which serve as challenges and opportunities to develop a universal process for designing and implementing convergent innovation projects.…”

“…34,42 A roadmap for the process of convergence innovation is a useful guide for partnership development in three iterative phases: social learning, social capital formation, and collective action. 18 Since each collaborator "speaks in a different language", 43 a social learning phase is an essential stage for all partners to learn a common language and bridge differences while collectively leveraging their attributes 34,44 and perspectives. It is also an opportunity for capacity building in knowledge, resources, technology, infrastructure, or organizational processes.…”