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Chapter 376because implementation started where the innovation was meant to be used: in the context of support staff teams and group homes. Moreover, this gave the opportunity to try out innovations on a small scale before introducing it widely in the organisation.What we often do within [organisation] is just go and do it, with a particular team, or group. See if it becomes a success. What works, what doesn%u2019t. And if a lot has to be arranged for it, talk about that positive experience with a management team, or other people who have to decide or allocate resources to it. But we often start by doing. (Manager, meeting 1B)Participants admitted that in these bottom up processes well thought-out implementation plans were not present yet. Some participants assumed that if the method being implemented worked on a small scale, and was well received, implementation plans could be developed afterwards to scale up and secure it within the organisation%u2019s structure. Other participants had the experience that this did not work out well, particularly when the managers and Board of the organisation were not facilitating this. What we are good at is getting new things started. And full of enthusiasm about a particular topic actually go for it. But what%u2019s tricky is being able to keep the focus. That%u2019s the most complicated thing: how can this be secured long-term? (Behavioural consultant, meeting 1W)Participants had the experience that bottom-up implementation processes worked best in small organisations or on a small scale. Best practices could lead to snowball effects because successes were easily communicated throughout small organisations. Another disadvantage that CoP participants mentioned with bottom-up implementation was the %u2018implementation gap%u2019 between a small group of care professionals with specific knowledge about an innovation moving forward very quickly and the majority of care professionals who could not