Power, professions and evidence-based guidelines: lessons from an organizational case study.

AIM

This paper addresses the issues of evidence-based practice (EBP) in relation to power, professionalism and the British National Health Service reforms.

BACKGROUND

There has been little discussion at organizational level over issues of professional boundaries, roles and tensions, which are inextricably linked with the drive for an evidence-based culture.

METHODS

The paper is a reflection on the findings of a recent case study, which examined the management and organization of an independent sector provider of mental health services in its drive to address issues of EBP.

FINDINGS

New managerial hegemony had altered the balance of power within the organization, there was an extension of managerial surveillance, competing political relationships and a general decline in medical dominance.

CONCLUSION

Organizations should avoid 'personalizing' the debate on establishing a research-based culture. EBP requires structures to support it and groups representing the health care professions within the organization should be involved in identifying and making recommendations on EBP issues.