Evidence map›Paper›PMID 29279297›Full record

ArticleHealthcare (Amsterdam, Netherlands)2018

Working smarter not harder: Coupling implementation to de-implementation.

Virginia Wang, Matthew L Maciejewski, Christian D Helfrich, Bryan J Weiner

Abstract read
In one paragraph

Article in Healthcare (Amsterdam, Netherlands), 2018. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 50 papers.

0numbers the graph read from it
0cells of the map it votes in
50citing papers in PubMed
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

50 citing papers in PubMed.

  1. Trial
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  3. Article
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  9. Article
  10. Review
  11. Article
  12. Observational
  13. Dissemination and Implementation-A Primer for Accelerating "Time to Translation" in Radiation Oncology.International journal of radiation oncology, biology, physics · 2025
    Review
  14. Review
  15. Article
  16. Article
  17. Review
  18. Amplifying School Mental Health Literacy Through Neuroscience Education.Behavioral sciences (Basel, Switzerland) · 2024
    Review
  19. Article
  20. Article
4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

4 authors.

Virginia WangCenter for Health Services Research in Primary Care, Durham Veterans Affairs Health Care System; Department of Population Health Sciences, Duke University School of Medicine; Division of General Internal Medicine, Department of Medicine, Duke University School of Medicine. Electronic address: virginia.wang@va.gov.
Matthew L MaciejewskiCenter for Health Services Research in Primary Care, Durham Veterans Affairs Health Care System; Department of Population Health Sciences, Duke University School of Medicine; Division of General Internal Medicine, Department of Medicine, Duke University School of Medicine. Electronic address: matthew.maciejewski@va.gov.
Christian D HelfrichCenter for Health Services Research in Older Adults, VA Puget Sound Health Care System; Department of Health Services, School of Public Health, University of Washington, USA. Electronic address: christian.helfrich@va.gov.
Bryan J WeinerDepartment of Health Services, School of Public Health, University of Washington, USA; Department of Global Health, School of Public Health, University of Washington, USA. Electronic address: bjweiner@uw.edu.

Funding

HSRD VA QUE 16-170
6 · The paper itself

Abstract

In this paper, we discuss de-implementation as an implicit part of implementation and organizational change, and consider its underlying processes of unlearning to discontinue or deviate from ineffective practice and learning to applying newer, more effective practices. We describe a typology of de-implementation that represents four types of change: partial reduction, complete reversal, substitution with related replacement and substitution with unrelated replacement of existing practice. We also explicate how learning and unlearning needed for effective change vary in these four types of de-implementation. Last, we propose coupling de-implementation and implementation efforts, which serve conceptual and logistical goals of organizational change.

Indexed as

Organizational InnovationDelivery of Health CareHumansLearningPolicyDe-implementationLearningOrganizational changeUnlearning

Identifiers

PMID29279297
PMCPMC5999540

What OpenQuestion holds

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Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.