Barriers to Evidence-Based Practice Implementation: Results of a Qualitative Study

• Published in: Community mental health journal Vol. 46; no. 2; pp. 112 - 118
• Main Authors: Rapp, Charles A., Etzel-Wise, Diane, Marty, Doug, Coffman, Melinda, Carlson, Linda, Asher, Dianne, Callaghan, Jennifer, Holter, Mark
• Format: Journal Article
• Language: English
• Published: Boston Springer US 01.04.2010; Springer; Springer Nature B.V
• Subjects: Biological and medical sciences; Community and Environmental Psychology; Community support; Comorbidity; Constraints; Consumers; Drug abuse; Employment; Evidence Based Practice; Evidence-Based Medicine; Evidence-Based Medicine - organization & administration; Health facilities; human; Humans; Implementation; Interinstitutional Relations; Interprofessional Relations; Leadership; Medical sciences; Medicine; Medicine & Public Health; Meetings; mental disease; Mental Disorders; Mental Disorders - diagnosis; Mental Disorders - therapy; Mental health; Mental health care; mental health service; Mental Health Services; Mental Health Services - organization & administration; organization and management; Original Paper; Pilot Projects; pilot study; Prevention. Health policy. Planification; Psychiatry; Psychology. Psychoanalysis. Psychiatry; Psychopathology. Psychiatry; public relations; Qualitative research; Schizophrenia; Severely; Social psychiatry. Ethnopsychiatry; Supervisors; Supported employment; Synergy; United States; North America; America; Evidence based practice; Implementation; Mental health; Social environment; Human; Vocational rehabilitation; Accessibility; Evidence-based practice; Substance abuse; Concomitant disease; Treatment; Health policy; Mental disorder; Qualitative analysis; Supported employment; Public health
• ISSN: 0010-3853; 1573-2789; 1573-2789
• DOI: 10.1007/s10597-009-9238-z

This study reports on a qualitative study of barriers to EBP implementation in one state that sought to implement supported employment and integrated dual diagnosis treatment. The study found that the most significant obstacles emanated from the behavior of supervisors, front-line staff and other professionals in the agency. A lack of synergy profoundly impeded implementation.