Turn Evidence into Action
Lead Change with Confidence
Improve Care That Lasts
Downloadable Templates to Support Understanding and Application
Each chapter includes two types of templates designed to help you both understand key concepts and apply them directly to your own workplace.
Summary Templates
- Help consolidate and explain key ideas.
- Explore principles of change
- aAssess readiness
- Map systems and stakeholders
- Choose implementation strategies
- Measure and sustain progress
Application Templates
- Help you apply ideas to your own context.
- Identify key problems
- Collate and position evidence
- Co-design improvement strategies
- Build a logic model
- Plan for sustainable implementation
Together, these templates turn the guide into an actionable toolkit — ready for use in any healthcare setting
Browse Templates by Chapter →Access Each Chapter Template Instantly
Click any chapter to open the templates and download what you need.
Chapter 1 – Explore the Implementation Landscape
CHAPTER 1 — Explore the Implementation Landscape
Understanding the broader implementation landscape helps you recognise why change efforts succeed or fail.
This chapter introduces the core principles of implementation science and provides a clear starting point for analysing the challenges around you. You’ll identify the foundational concepts that underpin effective change and begin mapping your pathway forward.
This chapter helps you:
- Recognise common barriers to turning evidence into practice
- Understand why context, complexity, and behaviour matter
- Identify the early signals that an idea is ready for implementation
- Build a strong foundation for the rest of the guiding framework
Templates included:
- Explore Core Principles of Change
- A Sequence for Planning Implementation
Chapter 2 – Identify the Important Problem
CHAPTER 2 — Identify the Important
Problem Understanding the important problem is the foundation of meaningful improvement.
Using systems thinking, this chapter guides you to explore how people and processes interact, identify what truly matters to patients and professionals, and describe your current practice.
This chapter helps you to:
- Make sense of complex problems using systems thinking
- Clarify the problem that truly matters to patients, clinicians, and the organisation
- Illuminate a gap between what is known and what is happening.
Templates included:
- Using Systems Thinking to Navigate Complexity
Chapter 3 –
Position the Evidence
CHAPTER 3 — Position the Evidence
Effective planning requires evidence that is credible, relevant, and meaningful to those affected by change.
This chapter guides you to bring together research findings, organisational data, and real-world stories to strengthen your case for improvement. You’ll learn to position this evidence, connect to local priorities and motivate people to act.
This chapter helps you to:
- Explore research, organisational, and narrative evidence
- Collate evidence into a clear, coherent rationale for change
- Frame the case for improvement in ways that resonate locally
Templates included:
- Explore the Research Evidence
- Collate the Evidence for Improvement.
Chapter 4 – Identify and Engage Stakeholders
CHAPTER 4 — Identify and Engage
Stakeholders Implementation succeeds when people are genuinely involved.
This chapter helps you identify who will be affected, understand the influence they hold, and plan purposeful engagement. By drawing on diverse perspectives and involving key people at the right time, you’ll build trust, address concerns, and create shared ownership of the improvement effort.
This chapter helps you to:
- Identify and map people affected by change
- Compare stakeholders’ power and interest in a specific change
- Engage purposefully to build commitment and collaboration
Templates included:
- Stakeholder Engagement Template
- Stakeholder Mapping Template
- Navigate People and Influence
Chapter 5 – Map the System and Organisation
CHAPTER 5 — Map the System and Organisation
Every organisation is part of a broader ecosystem that shapes how change unfolds.
This chapter shows you how to map the structures, cultures, relationships, and processes to understand what supports or constrains implementation. By viewing your organisation as an interconnected system, you can identify leverage points, anticipate barriers, and optimise readiness for change.
This chapter helps you to:
- Identify healthcare and organisational systems
- Map the organisational structures and relationships that matter
- Evaluate readiness for change
Templates included:
- Patient Journey Mapping
- Organisational Readiness to Change Evaluation
- Map a Specific Organisational System
Chapter 6 – Investigate Behaviours in Contex
CHAPTER 6 — Investigate Behaviours in Context
Lasting improvement depends on people doing things differently.
This chapter helps you analyse behaviour using a practical behavioural model, to understand individuals’ capabilities, opportunities, and motivations shaping their everyday practice. Using reflective conversations, you’ll surface key barriers and enablers that will guide your future strategy design.
This chapter helps you to:
- Explore behaviour in real-world clinical and organisational contexts
- Use the COM-B model to identify behavioural determinants
- Summarise barriers and enablers that shape implementation
Templates included:
- Behavioural Observation
- Behavioural Analysis of Proposed Change
- Analyse Individual Barriers and Enablers
Chapter 7 – Align implementation strategies
CHAPTER 7 — Align Implementation Strategies
Once you understand what needs to change and why, the next step is designing how change will be supported.
This chapter helps you match behavioural insights to effective implementation strategies using the Behaviour Change Wheel. Working alongside stakeholders, you’ll co-design strategies that are feasible and responsive to the realities of local practice.
This chapter helps you to:
- Describe implementation strategies
- Use the Behaviour Change Wheel to select suitable implementation strategies
- Co-design strategies that fit your organisational context
Templates included:
- Choose Implementation Strategies
- Co-design Implementation Strategies
Chapter 8 – Prepare the Implementation Plan
CHAPTER 8 — Prepare the Implementation Plan
A strong implementation plan translates ideas into coordinated, purposeful action.
This chapter guides you to clarify desired outcomes, define key process measures, and build a dynamic logic model that visualises your roadmap. You’ll create a shared understanding of what success looks like and how it will be achieved.
This chapter helps you to:
- Clarify feasible clinical outcomes
- Define process measures that capture implementation outcomes
- Build a flexible logic model to guide coordinated action
Templates included:
- Match Behavioural Determinants & Implementation Strategies
- Choose Strategies to Measure Implementation
- Build a Logic Model
Chapter 9 – Making Adaptations during Implementation
CHAPTER 9 — Monitor Progress, Learn and Adapt
Implementation work is dynamic.
This chapter integrates project management principles with reflective learning to help you monitor progress, respond to real-world challenges, and adapt plans as conditions change. You’ll learn how facilitative leadership creates the conditions for teams to learn, coordinate, and respond with confidence.
This chapter helps you to:
- Establish project structures for clarity and alignment
- Monitor progress and use feedback to guide decisions
- Support learning and adaptation throughout implementation
Templates included:
- Making Adaptations during Implementation Apply
- Project Management to Implementation
Chapter 10 – Embed and Sustain Improvement
CHAPTER 10 — Embed and Sustain Improvement
Sustaining improvement begins long before the actual implementation.
This chapter highlights how to embed change into routine systems, spread what works to new settings, and navigate the inevitable tensions in complex environments. By embracing paradoxes and staying responsive, you’ll help improvements endure and evolve over time.
This chapter helps you to:
- Embed improvement into routine practice
- Spread successful change to new settings
- Navigate tensions and paradoxes in complex systems
Templates included:
- Key Paradoxes of Implementation
- Plan for Sustainable Implementation
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