Project management office in health care: a key strategy to support evidence-based practice change

Mélanie Lavoie-Tremblay, Arielle Bonneville-Roussy, Marie-Claire Richer, Monique Aubry, Michel Vezina, Mariama Deme

Research output: Contribution to journalArticle

Abstract

This article describes the contribution of a Transition Support Office (TSO) in a health care center in Canada to supporting changes in practice based on evidence and organizational performance in the early phase of a major organizational change. Semistructured individual interviews were conducted with 11 members of the TSO and 13 managers and clinicians from an ambulatory sector in the organization who received support from the TSO. The main themes addressed in the interviews were the description of the TSO, the context of implementation, and the impact. Using the Competing Value Framework by Quinn and Rohrbaugh [Public Product Rev. 1981;5(2):122-140], results revealed that the TSO is a source of expertise that facilitates innovation and implementation of change. It provides material support and human expertise for evidence-based projects. As a single organizational entity responsible for managing change, it gives a sense of cohesiveness. It also facilitates communication among human resources of the entire organization. The TSO is seen as an expertise provider that promotes competency development, training, and evidence-based practices. The impact of a TSO on change in practices and organizational performance in a health care system is discussed.

Original languageEnglish
Pages (from-to)154-65
Number of pages12
JournalThe health care manager
Volume31
Issue number2
DOIs
Publication statusPublished - 27 Apr 2012

Keywords

  • Academic Medical Centers
  • Diffusion of Innovation
  • Efficiency, Organizational
  • Evidence-Based Practice
  • Female
  • Humans
  • Interviews as Topic
  • Male
  • Middle Aged
  • Organizational Case Studies
  • Organizational Innovation
  • Quebec

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