Rapid realist review of the evidence : achieving lasting change when mental health rehabilitation staff undertake recovery-oriented training

Aim: To identify the factors contributing to lasting change in practice following a recovery-based training intervention for inpatient mental health rehabilitation staff. Background: Staff training may help nurses and other staff groups in inpatient mental health rehabilitative settings to increase their recovery-oriented practice. There are no published reviews on the effectiveness of such training and few long-term evaluations. This review informed a realist evaluation of a specific intervention (‘GetREAL’). Design: Rapid realist review methodology was used to generate and prioritise programme theories. Data sources: ASSIA, CINAHL, Cochrane Library, Medline, PsycINFO, Scopus, Web of Science and grey literature searches were performed in September 2014-March 2015 with no date restrictions. Stakeholders suggested further documents. GetREAL project documentation was consulted. Review methods: Programme theory development took place iteratively with literature identification. Stakeholders validated and prioritised emerging programme theories and the prioritised theories were refined using literature case studies. Results: 51 relevant documents fed into 49 programme theories articulating seven mechanisms for lasting change. Prioritised mechanisms were: staff receptiveness to change; and staff feeling encouraged, motivated and supported by colleagues and management to change. Seven programme theories were prioritised and refined using data from four case studies. Conclusion: Lasting change can be facilitated by collaborative action planning, regular collaborative meetings, appointing a change agent, explicit management endorsement and prioritisation and modifying organisational structures. Conversely, a challenging organisational climate, or a prevalence of ‘change fatigue’, may block change. Pre-intervention exploration may help identify any potential barriers to embedding recovery in the organisational culture.