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Implementing a psychosocial matched care protocol can present several challenges. It is beneficial to consider these from the outset. Barriers to change include:

Resistance to change

Case managers, healthcare providers and other stakeholders who are accustomed to traditional approaches may be resistant to change when a new system is introduced. Behaviour change is slow. There may be expectations that change will happen quickly and outcomes achieved in short time frames.

Insufficient understanding of the psychosocial matched care system

When case managers see this system as extra work in a time-poor environment and do not understand its value, take-up is likely to be patchy.  

There needs to be an acceptance of a small initial increase in claims costs.  

Psychosocial matched care requires additional resources to build capacity and capability and this needs to be factored in for workplace resourcing.  

Lack of integration with existing systems

The new system may not be aligned with KPIs for case managers and others, may not align with the fee structure for providers or clash with the organisation’s other systems.  

Workload management

At first using a new system will be slower and more challenging than familiar methods and failure to account for this is a barrier to successful implementation.  

Ensuring fidelity to the model

Consistency and adherence to evidence-based practices and the protocol can be lost over time, especially with high staff turnover or competing priorities.

Aligning individual KPIs

Performance metrics for staff may not align with the new way of working, meaning staff are less likely to change their operations.