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Implementing MDET: Evaluating adaptations and effectiveness1716Implications for practice and future researchFuture use of MDET in care organisations should address identifying care homes and circumstances where MDET offers value in addition to the CCA. Perhaps, under the CCA, MDET is only beneficial in care homes where there is still significant room for improvement in raising awareness about applications of involuntary care, or where various forms of involuntary care persist due to multiple disabilities and challenging behaviour of clients or because of care staff%u2019s resistance to phasing out involuntary care. Future research may identify circumstances under which care homes may benefit most from implementing the MDET method. Furthermore, the question concerning which components and phases of MDET are necessary to effectively reduce involuntary care can be addressed. For example, whether it is possible to implement MDET effectively without an independent MDET expert team, but by a care team%u2019s own involved behavioural specialist and care coordinator.Conclusion Scaling out and implementing the Multi-Disciplinary Expertise Team (MDET) method to four intellectual disability care organisations resulted in various adaptations, such as minimizing the number of participants in meetings and not appointing an independent MDET-expert team. Effectiveness of the adapted MDET for reducing involuntary care was not demonstrated in this study. However, because the CCA, that came into effect in 2020 in the Netherlands, now mandates a multidisciplinary approach in a step-by-step plan within the law, the effects of MDET may have been less pronounced compared to the earlier trial by Schippers (2019). Care organisations intending to implement MDET should consider their inclusion criteria for care homes to enhance the likelihood of the method adding value in reducing involuntary care. Furthermore, although the plasticity of multi-component methods was theorised as beneficial in implementation processes, as this would allow organisations to adapt and tailor these multi-component methods to specific organisational contexts (Chambers & Norton, 2016; May et al., 2016; Moore et al., 2015), the current study suggested that elasticity of organisations, such as changing work routines, structures and relations within organisations, may also be necessary to contribute to the expected objectives and outcomes.