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First-line managers' experience of the use of audit and feedback cycle in specialist mental health care: A qualitative case study

Archives of psychiatric nursing, 2019-12, Vol.33 (6), p.103 [Peer Reviewed Journal]

Copyright © 2019 Elsevier Inc. All rights reserved. ;info:eu-repo/semantics/openAccess ;ISSN: 0883-9417 ;EISSN: 1532-8228 ;DOI: 10.1016/j.apnu.2019.10.009 ;PMID: 31753214

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  • Title:
    First-line managers' experience of the use of audit and feedback cycle in specialist mental health care: A qualitative case study
  • Author: Pedersen, Monica Stolt ; Landheim, Anne ; Møller, Merete ; Lien, Lars
  • Subjects: Female ; Formative Feedback ; Humans ; Interviews as Topic ; Leadership ; Male ; Medical Audit - methods ; Medical Audit - organization & administration ; Mental Disorders - therapy ; Mental Health Services - organization & administration ; Organizational Case Studies ; Psychiatric Nursing - methods ; Psychiatric Nursing - organization & administration ; Qualitative Research ; Quality Improvement - organization & administration
  • Is Part Of: Archives of psychiatric nursing, 2019-12, Vol.33 (6), p.103
  • Description: Audit and feedback was the main strategy to facilitate implementation of The National Guideline for Persons with Concurrent Substance Use Disorders and Mental Disorders in specialist mental health services. Studies have shown that leadership support contributes to implementation success. The aim of the study was to explore how first-line managers in a District Psychiatric Centre experienced using audit and feedback cycle. The study had a qualitative case study design with individual interviews with five first-line managers from a District Psychiatric Centre in Norway. Qualitative content analysis was conducted. First-line managers were positive to contribute to better practice for the patient group and apply available tools. Four themes emerged: 1) Lack of endurance, where first-line managers saw their role as being process leaders, but failed to persist, 2) Lack of support in the process, where first-line managers called for a stronger organisational focus 3) Lack of ownership, where first-line managers felt the process was imposed on them, and 4) Lack of leader autonomy, where first-line managers seemed insecure about their role between professional leadership and own management. First-line managers were not sufficiently experienced or equipped to solve the implementation process satisfactorily. They were torn between different commitments, without the autonomy to act as process drivers or facilitators, and without taking the necessary leadership role. The potential impact of the use of audit and feedback may thus not be fully realized, in part, because of limited organisational support and capacity to respond effectively.
  • Publisher: United States
  • Language: English;Norwegian
  • Identifier: ISSN: 0883-9417
    EISSN: 1532-8228
    DOI: 10.1016/j.apnu.2019.10.009
    PMID: 31753214
  • Source: NORA Norwegian Open Research Archives
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