Posted: June 13th, 2022
Respond totwo colleagues by noting the similarities and differences in the factors that would support or impede your colleague’s implementation of evidence-based practice as noted in his or her post to those that would impact your implementation of evidence-based practice as noted in your original post. Offer a solution for addressing one of the factors that would impede your colleague’s implementation of evidence-based practice.
Colleague 1: Rachel
One characteristic of evidenced-based practice is that the interventions have been rigorously evaluated in experimental or quasi-experimental studies. In the experimental design, randomization is utilized to assign people to treatment and control groups. The experimental group participates in the intervention, while the treatment group does not. The outcomes of the two groups are then compared to test the differences within the groups. A quasi-experimental study is not as effective as the experimental group because the participants are not assigned randomly. Instead, participants are compared to a group that has similar characteristics to them (Cooney, Huser, C.M., Small, O’Connor, 2007).
Another characteristic of evidenced-based practice is empirical evidence that comes as a result of these rigorous evaluations. Usually, results of the program are published in peer-reviewed scientific journals. Because these interventions have empirical evidence, they can be called research-based. However, not all researched based programs are also evidence based (Cooney, et. al, 2007).
There are many factors that could impede adopting evidence-based practice or programs. The main factor is money. Evidence-based programs are usually copyrighted and are expensive. It is also required that the staff implementing the program purchase additional books and supplies. These programs could also require the staff to hold certain qualifications or complete specialized training, which could also impede implementation. Another factor that could impede implementation is that the programs are often meant to be implemented a specific way, with little room for adaptation (Cooney, et. al, 2007).
Cooney, S. M., Huser, C. M., Small, S., & O’Connor, C. (2007). Evidence-based programs: An overview. What Works, Wisconsin —Research to Practice Series, (6), 1–8. Retrieved from (PDF)
Colleague 2: Dawn
Evidence-based practices (EBP) are subjected to extremely laborious and extensive testing and evaluated to ensure their efficacy (Small, Reynolds, O’Conner, & Cooney, 2005). Programs that have been found to be effective and positively influence social problems over time and target specific populations are considered to be an EBP. EBP’s do not mandate they types of interventions the social worker should utilize. EBP’s provide the social worker with an array of soundly researched options of which to choose from, matching the intervention to the needs of the client (Thayer, 2010). “EBP is actually a process of inquiry offered to practitioners” (Thayer, 2010, pg. 7). Finally, another characteristic of an EBP is that it is peer-reviewed and the experts in the field of the study agree with the outcomes, at which point it is published in a journal and federally endorsed (Cooney, Huser, Small, O’Connor, 2007). All of this put together requires that in order for an intervention to be considered an EBP it must pass a number of tests and requirements.
Factors Supporting & Impeding Adoption of EBP’s
One factor supporting the implementation of an EBP is its effectiveness. If the program is shown to have effective outcomes for a number of settings and populations the intervention has a higher likelihood of being adopted (Cooney, Huser, Small, O’Connor, 2007). One factor that both supports and impedes the adoption of an EBP is its cost-effectiveness. If the EBP is more cost effective than what is currently being used the powers that be may decide to adopt the EBP into current programs. If on the other hand, the EBP proves not to be cost effective it may most likely not be adopted even should it prove to have excellent outcomes (Small, Reynolds, O’Conner, & Cooney, 2005). One reason an EBP is not adopted is that it may be viewed as culturally incompatible with the population being served. There is evidence that shows when the culture of EBP is different than the culture being served the adaptations may lead to poorer outcomes and render the EBP to be less effective (O’Connor, Small, & Cooney, 2007).
Cooney, S.M., Huser, C.M., Small, S., O’Connor, C. (2007). Evidence-based programs: An overview. What Works, Wisconsin – Research to Practice Series, (6), 1-8.
O’Connor, C., Small, S. A., & Cooney, S. M. (2007, April). Program fidelity and adaptation: Meeting local needs without compromising program effectiveness. What Works, Wisconsin – Research to Practice Series, 4, 1-6.
Small, S. A., Reynolds, A. J., O’Conner, C., & Cooney, S. M. (2005). What works, Wisconsin: What science tells us about cost-effective programs for juvenile delinquency prevention. Retrieved from
Thayer, B. (2010) Introductory principles in social work research. In B. Thayer (Ed), The handbook of social work research methods (2nd ed., pp. 1-8). Thousand Oaks, CA: SAGE.
Respond totwo colleagues by explaining whether you agree or disagree with your colleague’s analysis of the similarities and differences of leadership and management and their application to a potential supervisory position in a human services organization. Provide support for your position.
Colleague 1: MaShunda
Leadership and Management: What is the Difference
Leadership “entails inspiring others to actions around a shared vision” (Lauffer, 2011).
Management “functions are to control, coordinate, and oversee an organization’s programs and other operations” (Lauffer, 2011).
Similarities and Difference of Leadership and Management Roles
In most agencies, the terms leadership and management can be interchangeable depending on one’s viewpoint but there are differences and similarities. The two terms are similar depending upon how the organization is structured and how upper management interacts with staff. A supervisor/manager can be considered a leader if they have built a trusting rapport with staff, have regard for staff concerns, advocate for change, and allow staff to be apart of the decision-making process when possible.
The difference in my opinion between the two terms is when supervisors/managers delegate responsibilities without cause, the attitude that one exhibit and persons operating in a controlling manner define management. One that takes on a leadership role are not dictators, they lead by example, purpose and have regard for the task that staff has ahead of them. When individuals are simply ensuring the work is completed with little regard to how staff will handle the tasks being issued, they are simply fulfilling the requirements of their job titles and not demonstrating leadership qualities that will assist staff with fulfilling their long-term goals or using staff to the best of their abilities.
My hopes are to lead when I am placed in a supervisory role. Dealing with individuals who only manage staff can make one feel inadequate, displaced and unencouraged to complete the employment task. I would like to build staff up and allow them to fulfill their long terms goals, even if it means that they will move on from the organization that I am with.
Lauffer, A. (2011). Understanding Your Social Agency (3rd ed.). Washington, DC: Sage Publication, Inc.
Colleague 2: Jessica
Many people have their own opinion of what it means to be in a leadership role and a management role.According to Lauffer(2011), when one is in a leadership role, the individual has the passion to help out another individual. They possess certain character traits that makes other people want to follow them and inspire to be like them, whereas a person who is in a management position only cares about meeting expectations and goals. They are not too worried about how it is done, they just give out orders and expect it to be done. This role focuses more on the organizational arrangements in the workplace.
As far as similarities, both roles are trying to meet expectations.Some similarities that Lauffer(2011) pointed out were the following: self-confidence- assurance of one’s ideas, competence, skills, courage to take action;flexibility- responsive to changes in circumstances, clients, and environments; willing to take risk; and charisma -ability to arouse a sense of excitement and adventure that overcomes resistance. The difference between the roles are the approach.
The relations of these roles to the human service organization is how your employees may react towards you. When you have a boss that assist, encourage, and support their employees iit can affect how the business is ran. When you have a boss who doesn’t care about their employees and just command orders, it will reflect in the business and can cause lack of communication to which the employees may not feel comfortable with coming to their boss. These roles would help me when I am in a supervisor role to keep a balance. Although we do need to meet expectations,I will run it in an effective way to where I am also lending out assistance. I would create an environment that my employees can ask for assistance when needed, while also understanding that business must get taken care of as well.
Lauffer, A. (2011). Understanding your social agency (3rd ed.). Washington, DC: Sage.
Place an order in 3 easy steps. Takes less than 5 mins.