ABSTRACT
In Chapter 5, we saw how the success of evidence-based social work is, to a large extent, dependent on enrolling participants by locking them into a solid chain of translations. These translations involve performative as well as structural components, whereby the champions of evidence-based social work are engaged in intense activities of enrolling, enlisting and convincing potential converts. The way in which the network gets formed depends on the mobility of actors and organizations and their ability to shift between roles and relations. It was illustrated how actor network theory offers a strategy to track and map evidence-based practice (EBP) in its various expressions, through the networks it influences as well as through its controversial and more silent articulations.1 This chapter, in its formulation of implementation factors for evidence-based social work, persists with the actor network framework and is anchored in its theoretical and methodological articulation. Towards the end of the chapter, we construct a way of thinking about the implementation of evidence-based practice in social work in strategic terms and one that recognizes organizational, professional and intervention complexities as dynamic and fluid (Neyland 2006).
