Understanding practice change in community pharmacy: a qualitative research instrument based on organisational theory.
BACKGROUND
The past decade has seen a notable shift in the practice of pharmacy, with a strong focus on the provision of cognitive pharmaceutical services (CPS) by community pharmacists. The benefits of these services have been well documented, yet their uptake appears to be slow. Various strategies have been developed to overcome barriers to the implementation of CPS, with varying degrees of success, and little is known about the sustainability of the practice changes they produce. Furthermore, the strategies developed are often specific to individual programs or services, and their applicability to other CPS has not been explored. There seems to be a need for a flexible change management model for the implementation and dissemination of a range of CPS, but before it can be developed, a better understanding of the change process is required.


OBJECTIVE
This paper describes the development of a qualitative research instrument that may be utilised to investigate practice change in community pharmacy. Specific objectives included gaining knowledge about the circumstances surrounding attempts to implement CPS, and understanding relationships that are important to the change process.


METHODS
Organisational theory provided the conceptual framework for development of the qualitative research instrument, within which two theories were used to give insight into the change process: Borum's theory of organisational change, which categorizes change strategies as rational, natural, political or open; and Social Network Theory, which helps identify and explain the relationships between key people involved in the change process.


RESULTS
A semi-structured affecting practice change found in the literature that warranted further investigation with the theoretical perspectives of organisational change and social networks. To address the research objectives, the instrument covered four broad themes: roles, experiences, strategies and networks.


CONCLUSIONS
The qualitative research instrument developed in this study provides a starting point for future research to lead to a description and understanding of practice change in community pharmacy, and subsequent development of models for the sustainable implementation of CPS.
Roberts
Alison S
AS
Faculty of Pharmacy, A15, University of Sydney, NSW 2006, Australia. alison@pharm.usyd.edu.au
Hopp
Trine
T
Sørensen
Ellen Westh
EW
Benrimoj
Shalom I
SI
Chen
Timothy F
TF
Herborg
Hanne
H
Williams
Kylie
K
Aslani
Parisa
P
D003157:Community Pharmacy Services / Q000458:organization & administration*; D007407:Interviews as Topic; D007857:Leadership; D015279:Organizational Culture; D009936:Organizational Innovation; D011364:Professional Practice; D024382:Professional Role