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Table 5 Qualitative codebook

From: Training in Implementation Practice Leadership (TRIPLE): evaluation of a novel practice change strategy in behavioral health organizations

Main categorical code Thematic code Description Example
Reaction—overall perception of the course Positive receptivity to the training. Reactions to the opportunity to participate in the training.  
  Positive about training Positive comments about the course, the materials, and the structure of the course. Can also include comments about things that were done well, and not necessarily be overtly positive. “I really enjoyed it.”
“I liked the time frame.”
“You were pretty thorough about the getting out the information.”
  Negative/or suggested change Negative comments about the course, the material, and the structure of the course. Can also include comments about things that could be done differently or improved. “I did not always know, or felt like it was completely applicable to the work we do here.”
Learning—knowledge gained; attitude and belief changes; change in awareness.   Knowledge gained, changed perceptions about EBP, or more consideration of EBPs as part of service delivery. Changes in thinking specific to the individual. “My knowledge based was certainly improved.”
“I think I’m more aware of it. For example..”
“It made me more mindful of buy-in.”
Behavior—changes in how the participants behave in their job role   Changes within the participant in communication style, efforts to improve buy-in, planning, strategizing, etc. “It helped me to think more deeply…and to plan for some of the barriers and some of the things that get in the way of successfully implementing a practice.”
“As I was training people, there were some people that did not really this it was a good idea…it has changed how I approach some people in training, to work more not so much on the ins and outs, but why we are doing it.”
“Having more intentional conversations.”
Results—changes at the agency level Changes in service delivery or practice. Attempting to implement or successfully implementing new EBPs. Considering the evidence-base for current practices and making adjustments to achieve fidelity. “We’re looking a little more critically at some of the stuff that we implement…”
“Revamping what is already existing.”
  Changes in agency culture or climate regarding EBP Changes in how other administrative staff view EBP or implement services. Enhanced collaboration among staff. “I think there is more buy-in.”
“We all just have a heightened awareness of how we are approaching and how we are implementing things rather than just jumping in.”
  Improved staff knowledge/training Changes made to help frontline staff learn more EBPs, or understand why the agency uses EBPs “Helped new staff get training in different evidence-based practices starting at hiring has been improved.”
“We have been spending more time on different tips and techniques in our weekly staff meetings.”
  Changes in evaluative approaches Changes in data collection forms and how evaluation is approaches within the agency. “we have streamlined our registration forms.”
“The way that we evaluated or programs, and look at our data, in terms of outcomes and what is the best things for our clients.”
  Other All other changes that do not fit into the other categories.  
Barriers   Factors that inhibited, slowed, or made change difficult either at the participant or organizational level. “I was a little frustrated by the (lack of) resources for client strategies.”
“There is just so many moving parts that sometimes making a change…is a hard thing to do….”