Once the innovation is up and running in the organisation, the Walk the Talk process can be brought to a conclusion. When this occurs will depend on the resources the organisation has for continuing Ongoing Implementation Coaching. Plans need to be made around the future of the Implementation Team, and its role in overseeing the sustainment of the innovation in the organisation. The facilitator needs to lead a process of taking stock, celebrating collective achievements, and ending what has been a long-term relationship with the Implementation Team.
Once implementation of the new recovery-oriented innovation begins, the implementation phase begins! This new phase is exciting but can also be turbulent with change occurring at many levels. It is important for the Implementation Team to keep meeting to oversee the implementation process and troubleshoot issues along the way. The facilitator continues to support the team through monthly coaching meetings.
Implementation Teams at this point have an implementation plan, but are not yet ready to implement their innovations. They are entering an advanced planning stage where the details of the innovation get ironed-out, permissions and resources are secured, engagement activities are conducted and key players are recruited. The facilitator empowers teams to gradually take the lead and coaching meetings every two weeks bring both structure and flexibility to ongoing implementation coaching.
Once recruitment strategies and selection criteria for Implementation Team members are established with the ad hoc planning committee, the facilitator begins rolling-out recruitment activities and goes through a process of interviewing and selecting candidates.
The goal of this meeting is to conclude the process of drafting an initial implementation plan started by the team as homework. The plan lays-out what needs doing, by whom, by when and with what resources
During the first half of the meeting the Implementation Team will present their planned innovation and action plan to key stakeholders. In the second half of the meeting the feedback from stakeholders will be discussed and written-in to the Action Plan.
The facilitator will use an implementation science tool for matching barriers to strategies and will present the Implementation Team with possible strategies to help overcome challenges they identified in the last two meetings. Chosen strategies will be defined and specified.
Meeting 9 – Identifying potential challenges or hurdles to implementing the recovery-oriented innovation
The Implementation Team will play the CFIR Card Game to identify potential challenges when it comes to the innovation itself, the wider context outside the organisation, the individual within the organisation, and the process followed for implementation.
Meeting 8 – Identifying potential challenges or hurdles to implementing the recovery-oriented innovation
The first half of the meeting focuses on finalising the detailed description of the innovation based on the results of the last meeting’s exercises. Part two of the meeting will be spent introducing and playing the CFIR Card Game to identify potential challenges in the “inner setting”.
In order to adapt the chosen innovation to the needs and resources of the organisation, in this meeting the Implementation Team will be presented with examples from the literature of similar innovations and their key characteristics. The goal is to get much more specific about the innovation.