TY  - JOUR
TI  - The organisational climate of NHS Early Intervention Services (EIS) for psychosis: a qualitative analysis
KW  - Science & Technology
KW  -  Life Sciences & Biomedicine
KW  -  Health Care Sciences & Services
KW  -  Organisational climate
KW  -  Psychosis
KW  -  Early intervention
KW  -  Clinical teams
KW  -  Cognitive remediation
KW  -  Psychotherapy
KW  -  COGNITIVE REMEDIATION
KW  -  PERCEPTIONS
KW  -  ENVIRONMENT
UR  - https://doi.org/10.1186/s12913-022-07790-0
JF  - BMC Health Services Research
EP  - 11
AV  - public
ID  - discovery10147924
N1  - © The Author(s) 2022. This article is licensed under a Creative Commons Attribution 4.0 International License, which
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mmons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated in a credit line to the data.
SN  - 1472-6963
PB  - BMC
VL  - 22
A1  - Lammas, Francis
A1  - Phillips, Alexandria
A1  - Dopson, Sue
A1  - Joyce, Eileen
A1  - Csipke, Emese
A1  - Wykes, Til
Y1  - 2022/04/15/
N2  - BACKGROUND: Cognitive remediation (CR) therapy for psychosis significantly improves recovery but is yet to be widely implemented in NHS services. It is likely to be of value at the earliest stages of psychosis development - at the first episode. Organisational climate is one factor likely to affect implementation into Early Intervention Services (EIS), which serve those experiencing first episode psychosis. We aimed to understand the organisational climate within UK NHS Early Intervention for Psychosis (EIP) services and the barriers and facilitators for the introduction of CR. METHODS: We conducted semi structured interviews with 42 EIS members of four teams in four NHS Trusts. Thematic analysis was used to analyse the data. RESULTS: There were differences between teams, including leadership style, involvement in decision making and willingness to adopt CR. Resource shortages were considered the main barrier for implementation across all teams. The evidence base behind CR and the recognition of there being a clinical need was seen as the main facilitator. Teams with more democratic leadership, and knowledge of both the evidence base and need for CR, may feel better able to successfully incorporate it into their service. CONCLUSION: Despite enthusiasm for novel treatments, EIS teams are limited by their resources. An understanding of the local organisational variables can help teams establish a culture that values innovation. Clear communication of the evidence base for CR is key to help enable staff to implement novel treatments successfully despite these limited resources and time pressures.
ER  -