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Chapter 378Implementation plans and strategiesCoP participants agreed that an implementation plan, especially with tailored implementation strategies to fit the needs of the particular context, would be facilitating. However, many experienced that there was no implementation plan, or the content of this plan was unknown, which was a barrier. In the rare cases in which an implementation plan was present, the plan was often not clear, or not shared within the organisation, leaving support staff overwhelmed with implementation strategies that did not fit their work schedule or needs. CoP participants discussed ideas on how this could be improved in the future. One suggestion was that support staff should ask for the implementation plan themselves when managers instruct them to implement an innovation. Perhaps it also indicates that staff too are insufficiently aware that they need to hit the brakes, and ask for the plan. They just get going with all their good intentions. And so you can lose a lot with that actually. (Researcher, meeting 2p)Another idea was to use or develop various implementation interventions so that customisation can be provided, tailored to support staff teams, or target groups you want to reach. One participant suggested using a %u2018toolbox%u2019: As for support material, basically you should always just have a toolbox that people can draw from. But what they use from it, that depends a lot on where the team stands (Behavioural Consultant, meeting 1B).Regarding future implementation of methods that reduce involuntary care, participants suggested clients, relatives and support staff should be involved in designing an implementation plan. Starting early and knowing at the start how the new method will be secured in the organisation was found important. The plan should also be clear about which people have a key position, and which stakeholders should be involved. Besides designing tailor-made implementation interventions, there should be a strategy and