Highly Adoptable Improvement
Highly Adoptable Improvement Model
The Highly Adoptable Improvement model below centralizes the recipients of change and emphasizes the constructs of workload/ capacity balance and perceived value. This model is based on existing theories, models and input from key informants.
The diagram depicts that the design of the intervention and the mechanisms by which it is implemented directly contribute to the balance between workload/ capacity and perceived value. If the balance equates to more workload/ less capacity and less perceived value [red path] then the results are more likely to favor burnout, cynicism and workarounds, and less likely to produce the intended results. This will create a negative feedback on the recipients of change and result in decreased perceived value and capacity that will create resistance to ongoing change. If the balance favors less workload/ more capacity and higher perceived value [green path] then the likelihood of adoption and incorporation is greater as is the achievement of the intended outcomes. This creates positive feedback that increases perceived value and capacity and decreases resistance to further change.
The model is intended to be used by a quality improvement team (and those commissioning that team) to help guide the development and implementation of an improvement initiative.
*the model is not aimed to diminish the importance of or replace other known contextual success factors (supportive leadership, positive culture, data systems etc.) The model is intended to place greater emphasis on the impact of change initiatives on the recipients of change.
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