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Insights from knowledge exchange in Communities of Practice773catch on because they did not have enough information, or did not know until late that an innovation was being implemented.Someone has immersed himself in it so deeply that he knows all the ins and outs, so then the implementation goes so fast that the rest can%u2019t keep up with that pace. (Support staff worker, meeting 1W)Change in organisational cultureCulture changeCoP participants experienced too little collaboration within intellectual disability care organisations to implement improvements for direct support staff. They indicated successful implementation needs a change in the culture of care organisations. Organisations should not only implement innovations on the work floor, but also need to empower front line management to educate themselves on %u2018change processes and how to manage them%u2019. This should enable them to take the contextual determinants in implementation processes into account and provide tailored solutions to support staff teams.It%u2019s also a kind of cultural shift you have to make. (%u2026) I would find it desirable if those managers would get a bit more uh, knowledge about what is that, change management, and what does that do to people when they have to do another change. (Policymaker, meeting 1S)Coaching implementation and changeParticipants suggested co-learning of managers and support staff, as this could lead to a team-development-plan which could include implementing innovations. However, the experience was that without coordination from someone outside the team, co-learning and developing such a plan was not successful. Teams might need a team coach specialised in change management or implementation, because these processes need mutual trust among managers and support staff to be able to say anything without further consequences.