Page 183 - Demo

General discussion1817processes in intellectual disability care. These experiences revealed several hindering and facilitating determinants. For example, the quality of care dilemma was mentioned as a hindering factor, because care staff felt that they had to choose between providing immediate quality of care to clients by working their shifts on the one hand and on the other hand spending time away from their clients while learning about innovations that might improve quality of care in the long run. Care staff may experience feelings of overburdening and stress, especially concerning methods that reduce involuntary care because care staff might worry about their own and clients%u2019 safety. Another barrier mentioned was that implementation plans were lacking or not shared with care staff, leaving them overwhelmed with implementation interventions that did not fit their work schedule and needs. The lack of clear communication from organisations regarding their vision for improving quality of care by implementing innovations was mentioned as a factor contributing to overburdening and stress. In addition, when organisations did not articulate their choices for specific methods and did not set feasible improvement goals, care professionals experienced this as barrier in implementation processes. The study in Chapter 3 also revealed several facilitating factors in implementation processes. One key factor was the engagement of various stakeholders, particularly involving care staff in decision-making processes regarding which method or innovation to implement. This inclusion could help to ensure that the chosen innovations were relevant and supported by those who would be using them. Including care professionals in designing implementation plans and tailoring these plans to the specific needs of care teams was also mentioned as a facilitator. Additionally, the organisations%u2019 commitment to implementing an innovation and providing the necessary resources was experienced as facilitating. This commitment included not only financial and material resources but also time for training, consensus processes, and ongoing support. Implementation strategies and interventions tailored to the aforementioned implementation determinants can be employed to guide care professionals in changing their behaviour and interactions, thereby increasing the likelihood for innovations to be successfully implemented (B%u00fchrmann et al.,