Transitions in pharmacy practice, part 5: Walking the tightrope of change

Nimmo, Christine M.; Holland, Ross

doi:10.1093/ajhp/57.1.64

Cited by 24 publications

(12 citation statements)

References 6 publications

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“…While rewards may factor into an individual's decision to change practice, they are unlikely to change professional attitudes and values, that is, the pharmacy culture. 55 Perceived lack of support from senior managers was often cited as a significant barrier to research engagement, linked to poor accessibility to role models, although very few respondents had approached their managers to make the case for protected time. A lack of confidence to raise the issue may stem from senior management and pervade through to lower grades.…”

Section: Discussionmentioning

confidence: 99%

Research is ‘a step into the unknown’: an exploration of pharmacists’ perceptions of factors impacting on research participation in the NHS

et al. 2015

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ObjectiveThis study explored National Health Service (NHS) pharmacists’ perceptions and experiences of pharmacist-led research in the workplace.DesignSemistructured, face-to-face discussions continued until distinct clusters of opinion characteristics formed. Verbatim transcripts of audio-recordings were subjected to framework analysis.SettingInterviews were carried out with 54 pharmacists with diverse backgrounds and roles from general practices and secondary care in the UK's largest health authority.ResultsThe purpose and potential of health services research (HSR) was understood and acknowledged to be worthwhile by participants, but a combination of individual and system-related themes tended to make participation difficult, except when this was part of formal postgraduate education leading to a qualification. Lack of prioritisation was routinely cited as the greatest barrier, with motivation, confidence and competence as additional impediments. System-related themes included lack of practical support and pharmacy professional issues. A minority of highly motivated individuals managed to embed research participation into routine activity.ConclusionsMost pharmacists realised the desirability and necessity of research to underpin pharmacy service expansion, but a combination of individual and professional level changes is needed to increase activity. Our findings provide a starting point for better understanding the mindset of hospital-based and general practice-based pharmacists towards research, as well as their perceived barriers and supports.

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Section: Discussionmentioning

confidence: 99%

Research is ‘a step into the unknown’: an exploration of pharmacists’ perceptions of factors impacting on research participation in the NHS

et al. 2015

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“…These findings make an explicit assumption that physicians are the deciders on the health care team and pharmacists play a supporting role in team-based care. [14][15][16][17][18][19][20][21][22] Keeping these roles and talents in mind, the pharmacy profession needs to train students how to build and be part of effective teams. Literature suggests that pharmacists' perceptions of their professional role does not always include describing themselves as being in patient-centered roles.…”

Section: Discussionmentioning

confidence: 99%

Academic Pharmacy: Where is Our Influence?

Ferreri

Cross

Hanes

et al. 2017

American Journal of Pharmaceutical Education

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Objective. To evaluate the talents of fellows from cohorts 1-10 of the Academic Leadership Fellows Program (ALFP). Methods. This was a descriptive analysis of previously collected ALFP cohort data reflecting the talents using the Clifton StrengthsFinder assessment tool. Data consisted of 295 fellows from the first 10 years of the ALFP program. The Clifton StrengthsFinder talents were aggregated and analyzed to determine talents (strengths) distribution and domain. The aggregate of the four domains were compared among ALFP fellows using a chi-square analysis with an a priori alpha of .05. Results. Lowest frequency of talents was found in the influencing domain (11.2%), while the domains with the largest frequency of talents were strategic thinking (34.4%) and executing (31.1%). When looking at the specific talents within the domains among the ALFP fellows, achiever (in the executing domain) and learner (in the strategic thinking domain) were the most frequent talents, while command (in the influencing domain) and adaptability (in the relationship building domain) were the least frequent talents. Conclusions. Since the profession is deficient in the influencing and relationship building domains (command and adaptability talents, respectively), this could help explain our slow progress in moving the profession from a product-focused role to a provider-based role. Perhaps the profession should be using a strategy better aligned with our signature leadership domains of executing and strategic thinking and focus on being a member of the health care team by aligning with team-based care rather than obtaining provider status.

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“…29 The model is theoretically based, with the motivation component using the theories of affective learning, stages of change and innovation-decisions process. 30 The authors state that the model requires pharmacy managers to act as leaders and address the model's three components, that is, to create an environment conducive to the new practice, identify learning resources to allow acquisition of required knowledge and skills and motivate individual pharmacists to change. 29 Some fictional scenarios are used to demonstrate how the model might work in practice, but in each case, the manager is required to do certain things that themselves have been identified as barriers to change.…”

Section: Implementation Modelsmentioning

confidence: 99%

Implementing cognitive services in community pharmacy: a review of models and frameworks for change

Roberts

Benrimoj

Chen

et al. 2006

International Journal of Pharmacy Practice

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Objective To investigate models and frameworks for the implementation of cognitive pharmaceutical services (CPS) in community pharmacy. Method Relevant literature published in English was identified through searches of online databases (no date limits), texts, conference proceedings, and bibliographies of identified literature. Literature that involved a discussion of models or frameworks for community pharmacy practice change in relation to the implementation of CPS was selected for review. Many of the identified studies were conceptual in nature, and although they were selected in the same way as the empirical research papers, were not able to be critically reviewed in an equivalent manner. A narrative, rather than systematic review, was considered more appropriate. Key findings Many of the identified models focused on specific services, seeming to overlook the complexity of the implementation process. Many relied on behavioural theories, with an assumption that changing pharmacists' knowledge, skills or attitude will automatically result in successful change, often ignoring organisational aspects of change. Models that included business aspects remain largely untested, and where testing occurred sample sizes were generally small and populations conveniently or purposively sampled, limiting the generalisability of the findings. Conclusion The factors affecting change are more than just those confined to the individual pharmacist who is providing a service, and the implementation process is more complex, involving a range of organisational factors. Research is needed to identify the key elements of a framework for how new CPS should be implemented and delivered.

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Transitions in pharmacy practice, part 5: Walking the tightrope of change

Cited by 24 publications

References 6 publications

Research is ‘a step into the unknown’: an exploration of pharmacists’ perceptions of factors impacting on research participation in the NHS

Research is ‘a step into the unknown’: an exploration of pharmacists’ perceptions of factors impacting on research participation in the NHS

Academic Pharmacy: Where is Our Influence?

Implementing cognitive services in community pharmacy: a review of models and frameworks for change

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