Implementing Evidence-Based Practice: An Organisational Perspective

Abstract

Qualitative findings on how evidence-based practice (EBP) is conceptualised and implemented in an Australian human service organisation are presented. The paper examines the application and relevance of the five-step decision-making model of EBP to the organisational context and also the position of standardised ‘evidence-based programmes’ in relation to EBP decision making. The case study has shown that the five-step model of EBP decision making is relevant to a human service organisational context, but that some modifications of the model would enhance its applicability and utility. First, it is proposed that the five-step model would be better conceived systemically to reflect the relational and contextual processes impacting on practice decision making in the teams and organisations in which social workers practise, rather than being confined to individual, clinical decision making. Second, a cyclic model is offered in order to capture a process of ongoing critical reflection, evidence gathering and programme modification as organisations develop and refine programmes to address priorities and improve client outcomes in complex and dynamic environments.