Promoting and Embedding Innovation

Dissemination tools
Other tools and strategies exist to support the
adoption of good practice, evidence and
innovation including: written guidelines,
conferences, educational outreach, and
electronic decision support systems.
In New Zealand, the Ministry of Health
holds an annual event and gives
awards for innovations. Health and
social care agencies, universities,
voluntary organisations and service
user groups are all rewarded publicly
for innovations in planning, service
delivery and evaluation. The awards
provide a tangible motivation and the
event provides networking and „training‟
opportunities.
In general, dissemination tools are designed to
improve the diffusion (or implementation)
phase. Such evidence as exists shows only
modest impact of each of these tools (Innvaer
et al 2002, Lavis et al 2003, Grimshaw et al
2004, Grimshaw et al 2006, Mitton et al 2007).
Although research suggests some additional
benefits of multiple application of
dissemination techniques (Solberg et al 2000,
Lavis et al 2003, Chaillet et al 2006) it is not
known which components of multifaceted
interventions are the most effective (Davies,
2002).
There are a number of possible reasons for
the modest impact of such strategies on
adoption and spread. Firstly, the model
remains one of transfer rather than exchange
of knowledge, preventing end users from
exchanging tacit knowledge and perceptions
regarding an innovation. There may be little
room to make sense of or „replicate‟ the
information within the specific local context
(Landry et al, 2006). Secondly, guidelines,
decision support systems and educational
outreach do not in themselves create
incentives to innovate (Williams & Dickinson,
2008). Their impact is therefore dependent
upon by the receptiveness of individuals,
organisations and broader systems (Solberg et
al, 2000).
Berwick (2003) points out that the more end
users know about the benefits of an innovation
the more they are likely to adopt it. However,
he also notes that dissemination tools are
often incompatible with current processes, felt
needs and belief systems. To be more
effective, innovation dissemination tools need
to be more flexible, adaptable and coproduced
with end users.
Over the past decade, thousands of healthcare innovation projects have been publicly funded in Finland. Many have
focused on technology innovation, but there is now a more explicit policy focus on innovation in service delivery.
Dissemination and uptake has been identified as an obstacle so the national Service Innovations in Health and Social Care‟
programme has been set up to develop dissemination tools. One such tool is „Service Scale,‟ an online database to
summarise quantitative performance indicator data from recent innovations. When possible, data on access, volume, costs,
quality, productivity and effectiveness is presented. The aim is to promote accountability and transparency and introduce
more competition. The developers believe that this will support uptake of new innovations, as organisations will want to keep
up with each other. Other innovations in Finland include developing strategic partnerships between organisations funding
innovation projects in health and social care with a forum for strategic discussion and co-ordinated or joint funding rounds,
and a potential „InnoVillage‟ will be created over the next five years. This will consist of a virtual „town‟ with innovation bank,
innovation workshops, InnoCollege, InnoMarket and national and regional networks of experts, managers and decision
makers. The programme will use new social media IT technologies and focus on building networks of innovators.
25 Learning from experience