Is the involvement of opinion leaders in the implementation of research findings a feasible strategy?

Abstract

Background: There is only limited empirical evidence about the effectiveness of opinion leaders as health care change agents.

Evidence-Based Practice in Practice : Exploring Conditions for Using Research in Physiotherapy

“…Early adopters often have the status and authority to act as change agents in their organization; the intrinsically motivated physiotherapists in Study I might be used as change agents. Furthermore, local opinion leaders are seen to have a great influence over their peers in social networks and influence theories; this has also been confirmed in earlier research (Grimshaw et al, 2006;Stross, 1996). However, strategies to implement EBP that focus on the individual's influence on change or changing one's behaviour might not be effective unless there is contextual support from leaders, resources, strategies and structures.…”

Learning Challenges Associated with Evidence-Based Practice in Rheumatology

“…As the users of research-based knowledge, intrinsically motivated individuals may become local opinion leaders and influence peers (Grimshaw et al 2006). Because these individuals are often open to innovation, they may be influential in change processes in their organization but only if they have status and authority in the organization: in most cases, an individual's ability to change the larger group is limited without support from leaders, resources, strategies and structures (Rogers 2003).…”

Challenges in Knowledge Translation: The Early Years of Cancer Care Ontario’s Program in Evidence-Based Care

“…• Targeting Since then, the science of kt has evolved [9][10][11][12][13][14] . To enhance uptake of guidelines, the Program adopted other proactive strategies including "giving back" to participants (educational events and skills transfer), regular newsletters to foster a sense of community, a commitment to the quality of cpgs to instill pride and to capture the support of skeptics, and active facilitation through the Methods Resource Group of trained staff in recognition of the limited time available to clinical participants and the social nature of practice change 14 .…”