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Journal of Public Health Advance Access originally published online on June 11, 2007
Journal of Public Health 2007 29(3):263-268; doi:10.1093/pubmed/fdm033
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© The Author 2007, Published by Oxford University Press on behalf of Faculty of Public Health. All rights reserved

Using diffusion of innovations theory to guide diabetes management program development: an illustrative example



Mirella De Civita, PhD1

Kaberi Dasgupta, MD, MSc, FRCP(C)1,2,
1 Division of Clinical Epidemiology, Department of Medicine, McGill University Health Centre, 687 Pine Avenue West, V Building, Room V1.08, Montreal, Quebec, Canada H3A 1A1
2 Division of Internal Medicine, Department of Medicine, McGill University Health Centre, 687 Pine Avenue West, V Building, Room V1.08, Montreal, Quebec, Canada H3A 1A1

Address correspondence to Kaberi Dasgupta, E-mail: kaberi.dasgupta{at}mcgill.ca


  Abstract

Background Optimal management of type 2 diabetes requires achievement of optimal glucose, blood pressure and lipid targets through promotion of prudent diet, regular physical activity and adherence to necessary medication. This may require the development of new programs for the coordination of required multidisciplinary services. Diffusion of innovations theory offers a conceptual framework that may facilitate the implementation of such programs.

Methods To illustrate this, we have re-examined the implementation experiences previously reported by the developers of an actual diabetes management pilot program in Montreal, with an eye toward identifying potentially important process factors that could effectively increase adoption and sustainability.

Results Physician participation in the program appeared to be influenced by perceived advantages of participation, compatibility of the program with own perspective and perceived barriers to participation. Organizational features that may have influenced participation included the extent of the program's integration within the existing health care system.

Conclusion A thorough consideration of process factors that impact system and team integration must equally include a focus on ensuring ongoing partnerships among the producers of the model, governments, nongovernmental organizations, private industry, user professionals and patients. This can only be achieved when a knowledge transfer action plan is developed to guide program development, implementation and sustainability.

Keywords: knowledge translation, knowledge transfer, cardiovascular disease prevention, multidisciplinary programs, type 2 diabetes


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