Document Type : Correspondence
Authors
1 Faculty of Health Sciences, School of Nursing, University of Ottawa, Ottawa, ON, Canada
2 Clinical Epidemiology Program, Ottawa Hospital Research Institute, Ottawa, ON, Canada
3 Faculty of Medicine, School of Epidemiology and Public Health, University of Ottawa, Ottawa, ON, Canada
4 Faculty of Health, School of Nursing, Dalhousie University, Halifax, NS, Canada
5 IWK Health Centre, Halifax, NS, Canada
6 School of Health Sciences, University of Melbourne, Melbourne, VIC, Australia
7 Ontario Ministry of Health and LongTerm Care, Toronto, ON, Canada
8 Dalla Lana School of Public Health, Institute of Health Policy, Management and Evaluation, University of Toronto, Toronto, ON, Canada
9 Women’s College Research Institute, Toronto, ON, Canada
10 Department of Health Research Methods, Evidence and Impact, McMaster University, Hamilton, ON, Canada
11 University College London, London, UK
12 Department of Community Health Sciences, University of Calgary, Calgary, AB, Canada
13 School of Nursing and Midwifery, Centre for Quality and Patient Safety Research, Institute for Health Transformation, Deakin University, Geelong, VIC, Australia
14 Barwon Health, Geelong, VIC, Australia
Keywords
Many authors commenting on our paper about stakeholder perceptions of context1 have recommended the use of complexity theory2-6 as a frame for understanding context as a complex system comprising many interrelated parts of a larger implementation system7. This larger system can be seen as composed of multiple elements (eg, context, knowledge translation [KT]) or implementation strategies (eg, facilitation), and interventions (eg, evidence-informed practices, programs, or policies) that may moderate and influence one another. The interrelationships between these elements mean that changes in one element can influence change in many other elements of the system.7...(Read more...)
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