Achieving evidence-based practice in health care is integral to the drive for quality improvement in the National Health Service in the UK. Encapsulated within this policy agenda are challenges inherent in leading and managing organizational change. Not least of these is the need to change the behaviors of individuals and groups in order to embed new practices. Such changes are set within a context of organizational culture that can present a number of barriers and facilitators to change. Diagnostic analysis has been recommended as a precursor to the implementation of change to enable such barriers and facilitators to be identified and a targeted implementation strategy developed. Although diagnostic analysis is recommended, there is a paucity of advice on appropriate methods to use. This paper addresses the paucity and builds on previous work by recommending a mixed method approach to diagnostic analysis comprising both quantitative and qualitative data.

Reprinted with Permission from BioMed Central

© 2007 Cruz-Correia et al; licensee BioMed Central Ltd.

Sharon Hamilton is the Director, Centre for Health and Social Evaluation (CHASE), University of Teesside. Parkside West, Middlesbrough, UK.

Susan McLaren is the Director, Centre for Leadership and Practice Innovation, Faculty of Health and Social Care, London South Bank University, London, UK

Anne Mulhall is an independent consultant at Norfolk UK.

Reprinted with Permission from BioMed Central

© 2007 Cruz-Correia et al; licensee BioMed Central Ltd.