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In contrast, CDM places the data collection, analysis, and interpretive functions in the hands of practitioners at every level in the organization. Hence, most of my CDM consultations have been to direct-service practitioners and supervisors rather than to top administrators. Nonetheless, it is important to point out that for CDM to work at any level it requires administrative approval and support. Perhaps the closest academically conducted research to CDM is a study conducted in Israel by Zeira and Rosen (1999, 2000).
Consequently, PBR is more about improving what we know and do, rather than about proving its effectiveness or ineffectiveness. In Scriven’s terminology, this is “formative knowledge” (Scriven, 1995). In my research lexicon, both formative and summative knowledge have a place. And, obviously EBP proponents are interested in improving and making practice more responsive to client differences. Similarly, all practitioners are interested in knowing whether their interventions work or not. Here, however, we are talking about priorities.
CLINICAL INFORMATION SYSTEM DESIGN AND UTILIZATION Another path to PBR that I tried involved promoting research utilization by practitioners at all levels in the agency through the development and implementation of computerized clinical information systems. The notion was akin to what are now called “decision-support” systems (Kirk & Reid, 2002). This new turn was suggested to me by Tony Grasso with whom I spent a decade exploring the potential uses of information technology in agency settings.