Implementing cognitive therapies into routine psychosis care: organisational foundations

Dark, Frances, Whiteford, Harvey, Ashkanasy, Neal M., Harvey, Carol, Crompton, David and Newman, Ellie (2015) Implementing cognitive therapies into routine psychosis care: organisational foundations. BMC Health Services Research, 15 310: 1-6. doi:10.1186/s12913-015-0953-6

Author Dark, Frances
Whiteford, Harvey
Ashkanasy, Neal M.
Harvey, Carol
Crompton, David
Newman, Ellie
Title Implementing cognitive therapies into routine psychosis care: organisational foundations
Journal name BMC Health Services Research   Check publisher's open access policy
ISSN 1472-6963
Publication date 2015-01-01
Year available 2015
Sub-type Article (original research)
DOI 10.1186/s12913-015-0953-6
Open Access Status DOI
Volume 15
Issue 310
Start page 1
End page 6
Total pages 6
Place of publication London, United Kingdom
Publisher BioMed Central
Language eng
Formatted abstract
Treatment outcomes for people diagnosed with psychosis remain suboptimal due in part to the limited systematic application of evidence based practice (Adm Policy Ment Health, 36: 1-7, 2009) [1]. The Implementation science literature identifies a number of factors organisationally that need to be considered when planning to introduce a particular EBP. Profiling these organisational characteristics at baseline, prior to commencement of service reform can determine the focus of a subsequent implementation plan. This study examined the organisational baseline factors existing in two services promoting the routine use of cognitive interventions for psychosis. One of the services studied has since undertaken organisational structural reform to facilitate the greater uptake of Evidence Based Practice (EBP). The results of this study were used to design an implementation strategy to make cognitive therapies a part of routine psychosis care.

One hundred-and-six mental health staff from two metropolitan mental health services in Australia was surveyed to ascertain their attitudes, competencies and interest in Cognitive Behavioural Therapy for psychosis (CBTp) and Cognitive Remediation Therapy (CRT). In addition perceptions of organisational values were profiled using the Organisational Culture Profile (OCP). Fifty five participants were excluded because they completed less than 50 % of the survey. The final sample consisted of 51 participants.

48.1 % of surveys were completed. Over 50 % of staff were interested in CBTp and CRT approaches to psychosis. Staff were aware of existing CBTp and CRT programs but these were not uniformly available throughout the services. Fourteen percent of staff identified as CBT therapist and 35 % were trained CRT facilitators. Only 12 % of staff were receiving therapy specific supervision. The Organisational Culture Profile (OCP) at baseline revealed highest scores amongst leadership, planning, and humanistic workplace domains, with communication receiving the lowest rating indicative of organisational weakness.

Profiling the factors associated with successful implementation of service reform informed the implementation planning and the efficient deployment of resources in a mental health service introducing cognitive therapies for psychosis into routine clinical care. The majority of staff had positive attitudes to the evidence based cognitive therapies allowing a focus on training and supervision and the development of supporting organisational elements.
Keyword Mental health
Mental health services
Cognitive behavioural therapy
Cognitive remediation
Evidenced based mental health care
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2016 Collection
School of Public Health Publications
UQ Business School Publications
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Citation counts: TR Web of Science Citation Count  Cited 3 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 3 times in Scopus Article | Citations
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Created: Sat, 15 Aug 2015, 02:01:36 EST by Karen Morgan on behalf of UQ Business School