| Intervention characteristics | Describes the characteristics of the intervention being implemented into a particular organization; for example:
∙ if the intervention is developed internally or externally ∙ if the intervention can be adapted to meet local needs ∙ perceived complexity of the intervention
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| Outer setting | Consists of the economic, political, and social context outside of or encompassing the organization implementing change; for example:
∙ how well the organization understands and prioritizes patient needs, including barriers and facilitators to meet those needs ∙ external pressures on the organization, such as a need to meet external mandates, recommendations, and guidelines; pay-for-performance; and/or public or benchmark reporting
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| Inner setting | Includes the structural, political, and cultural contexts of the organization that may influence the implementation process; for example:
∙ the organization's capacity for change, which includes individuals' receptivity to the intervention and the extent that the organization rewards, expects, and supports the intervention ∙ the organization's readiness to change, which is affected by leadership engagement, resources available, and clear understanding of the intervention
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| Characteristics of individuals | Describes the characteristics of the individuals involved with the intervention and/or implementation process; for example:
∙ individuals' attitudes toward and value placed on the intervention ∙ individuals' perception of, relationship with, and commitment to the organization
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| Process | Describes components of the process, from planning to evaluation; for example:
∙ the degree and quality of planning of the tasks needed to implement the intervention ∙ involvement of key individuals in the implementation, such as opinion leaders, formal leaders, champions, and change agents
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