Table 3

Mapping of key lessons to existing CFIR constructs known to influence successful implementation

CFIR construct13	Construct definition13	Lesson (Abbreviated)
CFIR construct13	Construct definition13	Prioritise NCDs	Map existing resources	Engage stakeholders	Tailor interventions	Generate evidence	Mainstream with QI
Intervention characteristics
Intervention source	Perception of key stakeholders about whether the intervention is externally or internally developed.		X			X
Evidence strength and quality	Stakeholders’ perceptions of the quality and validity of evidence supporting the belief that the intervention will have desired outcomes.		X	X		X
Relative advantage	Stakeholders’ perception of the advantage of implementing the intervention vs an alternative solution.		X	X		X
Adaptability	The degree to which an intervention can be adapted, tailored, refined or reinvented to meet local needs.		X		X
Trialability	The ability to test the intervention on a small scale in the organisation and to be able to reverse course (undo implementation) if warranted.		X			X
Complexity	Perceived difficulty of implementation, reflected by duration, scope, radicalness, disruptiveness, centrality and intricacy and number of steps required to implement.		X			X
Design quality and packaging	Perceived excellence in how the intervention is bundled, presented and assembled.		X
Cost	Costs of the intervention and costs associated with implementing the intervention including investment, supply and opportunity costs.		X			X
Outer setting
Patient needs and resources	The extent to which patient needs, as well as barriers and facilitators to meet those needs, are accurately known and prioritised by the organisation.	X		X
Inner setting
Culture	Norms, values and basic assumptions of a given organisation.			X
Implementation climate	The absorptive capacity for change, shared receptivity of involved individuals to an intervention and the extent to which use of that intervention will be rewarded, supported and expected within their organisation.	X		X		X
Tension for change	The degree to which stakeholders perceive the current situation as intolerable or needing change.	X		X
Compatibility	The degree of tangible fit between meaning and values attached to the intervention by involved individuals, how those align with individuals’ own norms, values and perceived risks and needs and how the intervention fits with existing workflows and systems.	X	X		X	X
Relative priority	Individuals’ shared perception of the importance of the implementation within the organisation.	X		X
Readiness for implementation	Tangible and immediate indicators of organisational commitment to its decision to implement an intervention.			X
Leadership engagement	Commitment, involvement and accountability of leaders and managers with the implementation.			X			X
Available resources	The level of resources dedicated for implementation and ongoing operations, including money, training, education, physical space and time.			X	X		X
Access to knowledge & Information	Ease of access to digestible information and knowledge about the intervention and how to incorporate it into work tasks.				X		X
Characteristics of individuals
Knowledge and beliefs about the Intervention	Individuals’ attitudes towards and value placed on the intervention as well as familiarity with facts, truths and principles related to the intervention.			X		X
Process
Engaging	Attracting and involving appropriate individuals in the implementation and use of the intervention through a combined strategy of social marketing, education, role modelling, training and other similar activities.			X		X	X
Opinion leaders	Individuals in an organisation who have formal or informal influence on the attitudes and beliefs of their colleagues with respect to implementing the intervention.			X			X
Reflecting and evaluating	Quantitative and qualitative feedback about the progress and quality of implementation accompanied with regular personal and team debriefing about progress and experience.					X	X

NCD, non-communicable disease.