Table 3 The Normalization Process Model
Main construct | Sub construct | Content |
|---|---|---|
Interactional workability: how does the programme affect interactions between people and practices? | Congruence | What is dealt with within the interaction; what the work is; roles of each actor and the formal and informal rules governing the interaction |
| Â | Disposal of work | The effects and goals of the interactions; how disagreements are minimised; when and where goals and outcomes should occur; and shared beliefs about the meaning and consequences of the work |
Relational integration: how does the programme relate to existing concepts and relationships? | Accountability | Knowledge and practices of the implementers; who has the knowledge, what contributions are required by participants and the formal and informal rules governing the distribution of knowledge |
| Â | Confidence | Beliefs about the knowledge and practice required by the programme, including agreement about the sources of authoritative knowledge and practice, beliefs about the practical utility of the knowledge and practice |
Skill-set workability: how is the current division of work affected by the programme? | Allocation | Which tasks are performed by whom; including how these decisions are made, the distribution of resources, rewards linked to status and authority, formal and informal agreements about identification and appraisal of necessarily skills, and the definition and ownership of these skill-sets |
| Â | Performance | The ability of the organisation and the people within it to organise and deploy the intervention, including staff training needs; formal and informal boundaries of competence of workers; the degree of autonomy assigned to them; and how they deliver services |
Contextual integration: how does the programme relate to the organisation in which it is set? | Execution | Practicalities of implementation; including funding, decisions on distribution of resources, costs and risks within the organisation; managerial decision-making on the taking up the intervention; and formal and informal mechanisms for its evaluation |
| Â | Realisation | Allocation and ownership of responsibility for implementing the intervention, including the negotiations necessary to change existing systems and practices to make new ones possible; minimising disruption and risk; and how new resources are obtained and used in practice |