KIQNIC (Knowledge Integration in Quitlines: Networks that Improve Cessation) What We Have Learned So Far and Why the 2010 Survey Matters! May 19 and 21, 2010 Contents • Overview • Year 1 results – Social Network Analysis – Implementation of Quitline Practices – Decision-Making – Organizational Learning • Year 2 Survey Instructions Goal of the Study To assess the North American quitline network in order to improve dissemination, adoption and implementation of best practices. The study will be conducted over five years (3 waves of data collection), with opportunities for NAQC members to become involved throughout the research process.
NAQC KIQNIC Workgroup Members • Katy Wynne • John Bry • Connie Revell • Stephen Michael • Paula Celestino • Adam Jones • Patricia MacNevin • Ken Wassum • Gail Luciano • Jen Cash How the Quitline Community Benefits from KIQNIC • Provide the quitline community with a better and more formal understanding of how information is exchanged across the quitline network • Understand how NAQC can work more effectively to disseminate, adopt, and implement best and promising practices KIQNIC Conceptual Framework
Who Participated? • Quitline service providers • Quitline funders/administrators • Quitline coordinators • NAQC staff Who Participated? 186 of 277 possible individual • respondents (67.1% response rate) • 86 of 95 organizations (90.5% response rate) – 74 funders, 20 service providers, plus the NAQC office (N=94) At least partial data from 62 of the 63 • quitlines (at least one of the funder or provider organizations from each quitline) SOCIAL NETWORK ANALYSIS
KIQNIC Social Network Analysis • Examines connections among quitline organizations and among quitlines • Data collected on information received re: financial, general mgt., service delivery, and outreach/promotion • Reciprocated Ties – Respondents in both organizations in a pair must report receiving information from each other. • Ties reported in graphs are “any links,” or any of the four types of links, and must be reciprocated Reciprocated Ties Among 86 Participating Organizations (incl. NAQC) Reciprocated Ties Among 62 Participating Quitlines
IMPLEMENTATION OF QUITLINE PRACTICES Implementation - Background • Each individual surveyed was asked about the status of 23 different practices for their quitline • Responses ranged from “not aware” to “fully implemented” • Variation in number of respondents per organization, and types of organizations responding for each quitline Implementation - results
Implementation - results DECISION MAKING Role of Decision-Making • Decision-making is the process by which information affects or influences decisions to adopt practices • Assumes that subsets of persons within organizations are empowered to make decisions regarding adoption • Decisions are based, in part, on the quality, quantity, and source of information that reaches the organization via the quitline network
Example of Individual-level Variation: “The opinion of my funder/vendor partner matters when making decisions about implementing new practices.” 35 30 25 Percent 20 15 10 5 0 Not 2 Moderately Extremely 4 important important important Example of Organization-level Variation: The opinion of my funder/vendor partner matters when making decisions about implementing new practices 50 40 Percent 30 20 10 0 Not Moderately 2 4 Extremely important important important Analysis of All Decision-Making Questions by Organizational Type (Funder/Provider) • Funder means were lower than those for providers on 4 of the questions – Funders were less concerned about Bureaucratic procedures than service providers – Funders indicated they were more responsible for decision- making, whereas providers thought it was more collaborative – Funders were less convinced that their provider partners make all decisions regarding adoption of new quitline practices – Funders, as a group, think that the opinion of their vendor partners are less important than vendors think about the opinions of their funder partners
Going Forward • Responses to Decision-making questions might predict other behaviors, including implementation – Types of influence processes may be associated with efficiency and speed of implementation • Examine the relationship between network characteristics and quality of decision-making – Quality (including source) and quantity of information influences decision-making processes – Information generated by decision-making processes in one quitline may influence decision-making in others • Decision-making interactions may reveal or reflect underlying factors related to process ORGANIZATIONAL LEARNING Organizational Learning Capability Definition: The organizational and managerial characteristics that facilitate the organizational learning process, or allow an organization to learn. Org Learning : Gives an organization a competitive advantage because it can adapt quickly to a changing environment (i.e. adopt and implement new practices) Measurement tool : 14 item scale (1 min - 7 max) 1. Experimentation 2. Risk taking 3. Interaction with the external environment 4. Dialogue, participative decision-making
OL Mean Scores Organization Learning Scale N= 87 OL mean score indicates an Range = 3.57 - 7.0 organizations ability to Highest score Mean = 5.27 learn and adapt to new (6.46) = information research & training institute Min score = 1 (Low ability) Max score = 7 (High ability) Lowest score (3.57)= state health dept. Summary of Preliminary Findings • NAQC is a dynamic network with much transfer of key information • Information ties are not spread evenly throughout the network, with some orgs much more heavily involved than others • Two main network clusters: US and Canada • NAQC staff play a key role re: network integration • Respondents have different perspectives on implementation of practices and connections between their organizations and others. YEAR 2 SURVEY
Timeline • Training webinars May 19 and 21 • Survey launch May 24 • Survey closes June 20 • Follow-up and data cleaning June 21 – August 31 • Presentation of results in early 2011 Changes to the survey • Clarification of who should participate • Only one participant per organization will complete the Implementation section • Slight changes to Decision-making questions based on member feedback • Addition of several new practices to the Implementation section based on member feedback TAKING THE SURVEY
Logging on • Each participant will receive an email with a subject line “Your KIQNIC Survey Link and Info” • Your username and password for the survey will be contained in this email • Go to https://kiqnic.fcm.arizona.edu/ and log on Login Page Survey Status
Multiple-quitline organizations Organizational-level sections • Background • Organizational Learning • Information sharing Background
Organizational Learning Questions assess the culture of the organization. For example: • People in my organization are encouraged to take risks • It is part of the work of all staff to collect, bring back, and report information about what is going on outside my organization • Employees are encouraged to communicate with each other about new ideas. Information Sharing – Types of information Information Sharing - Intensity
Information Sharing – type of organizations Quitline-level questions • Attitudes • Implementation • Decision making Attitudes
Implementation Implementation Implementation
Decision-Making When thinking about the last 2 or 3 practices your quitline considered implementing… Completing a section • At the end of every section, click on “Validate and Return to Status Page” Checking for errors
Completing the survey • Regardless of the order in which the sections are taken, when the last uncompleted section becomes marked as completed, there will be a new message on the status page saying that the survey is complete. • You will also receive an email message thanking you for completing the survey. • If you do not receive the email message, or have questions about completing the survey, contact Gregg Moor at gregg.moor@in-source.ca Getting Help • Survey instructions available by clicking “help” at top left of each page • Contact Gregg Moor for questions at gregg.moor@in-source.ca Questions? Gregg Moor Gregg.moor@in-source.ca Jessie Saul jsaul@naquitline.org Tamatha Thomas-Haase Tthomas-haase@naquitline.org Scott Leischow sleischow@azcc.arizona.edu
Recommend
More recommend
