
What School Leaders Can Learn from Dissemination and Implementation Science
This is a research-based blog for school and district administrators. For administrators, the most important question is not only, “Does this instructional approach work?” It is also, “What will it take for this approach to reach teachers, take hold in classrooms, and continue producing strong instruction after the initial training ends?”
Schools do not lack promising ideas. District leaders can find research summaries, curriculum materials, professional learning programs, government guidance, webinars, toolkits, and expert recommendations for almost every instructional challenge. The harder problem begins after leaders identify a sound practice. That practice has to move from research, policy, or professional learning into the daily decisions teachers make with students, without losing the components that make it effective, while adapting for different grade levels, curricula, schedules, and student needs. And all of this has to happen without becoming another short-lived initiative that fades once the excitement of the launch wears off.
A useful way to think about this challenge comes from a field that many educators have not encountered: dissemination and implementation science. In their 2024 article, “The D&I Bridge: Introducing a Teaching Tool to Define the D, the I, and the Why,” Sara Becker and her colleagues distinguish between dissemination, which concerns the intentional spread of knowledge and resources to the people who need them, and implementation, which concerns the strategies that help people adopt and integrate an evidence-based practice in real settings.
The paper comes from public health, not K-12 education. Its examples concern access to effective health services, and its familiar estimate that research may take 17 years to influence practice should not be repeated as if it were an education statistic. Still, the authors’ central idea transfers powerfully to schools: the distance between “what we know” and “what we do” is not one mysterious research-to-practice gap. It consists of several connected gaps that require different solutions.
For school administrators, that distinction changes the work. Sending information is not the same as building capacity. Purchasing materials is not the same as changing instruction. Completing training is not the same as using a practice skillfully. And early implementation is not the same as sustaining an approach across staff transitions, competing priorities, and changing student needs, which often leads to an implementation gap.
The D and the I Are Different Leadership Problems
Dissemination answers questions such as: Who needs to know about this practice? Do teachers, coaches, principals, families, and district leaders understand what it is? Can they see why it matters? Is the information accessible, credible, relevant, and responsive to their setting?
Implementation answers a different set of questions: What will people actually do? What training, modeling, guided practice, feedback, materials, time, leadership, and monitoring will help them do it well? What barriers will interfere? Which adaptations preserve the core of the practice, and which changes may weaken it? How will the system know whether the practice has reached students with sufficient quality and consistency?
Schools, districts and government agencies often invest heavily in dissemination and assume compliance and implementation will follow. A keynote introduces the idea. Teachers receive a handbook. A link goes into the learning management system. Leaders send reminder emails. Those activities may create awareness, but awareness alone rarely changes a complex instructional routine.
The opposite error also occurs. A district may design extensive training before teachers understand why the initiative deserves their attention or how it addresses a problem they experience. Technically strong implementation supports cannot compensate for weak communication, low perceived relevance, or distrust created by previous initiatives.
The administrator’s job is to connect the two and close this implementation gap. People need a compelling, accurate reason to engage, and they need a workable system that turns engagement into increasingly skilled practice.
Translating the Four Implementation Gaps for Schools
Becker and colleagues divide the broad research-to-practice problem into four interrelated implementation gaps: a supply gap, a demand gap, a methodological or scientific gap, and an expertise-capacity gap. The following education translation is an inference and adaptation of their public-health model, not a framework the authors directly tested in schools. That qualification matters. The D&I Bridge is a heuristic, or thinking tool, rather than a validated causal model. Its value lies in helping leaders diagnose different problems instead of applying one generic solution to all of them.
1. The instructional supply implementation gap: Is effective practice actually available in classrooms?
In education, the supply gap is the distance between the instruction students could receive based on the best available knowledge and the instruction they actually receive each day. A district may have adopted an evidence-based framework, but that does not mean every teacher has usable lesson routines, appropriate examples, time to learn the approach, opportunities to see it modeled, and support when classroom reality departs from the training example.
Closing the instructional supply gap requires more than access to a product. Leaders must create the conditions that make effective practice teachable and repeatable. That includes a coherent instructional language, high-quality materials, protected instructional time, professional learning that includes active practice, coaching, and clear expectations about what implementation should look like. It also includes alignment with the curriculum already in use. If teachers experience an initiative as an additional program competing with required materials, implementation will remain fragile.
The supply question for administrators is therefore concrete: If we walked into classrooms six months from now, what evidence would show that students are receiving the intended instruction? A course-completion report cannot answer that question. Leaders need evidence closer to practice, such as lesson observations, teacher planning artifacts, coaching records, student work, and measures of whether the core instructional components are present.
2. The demand and access implementation gap: Do the people who need the practice understand, value, and reach it?
In public health, Becker and colleagues describe the demand gap as the distance between people who need effective care and people who receive it. The education parallel includes both educators and students. Which teachers receive meaningful access to professional learning? Which schools receive coaching? Which students experience the instruction consistently? Do special educators, multilingual learner specialists, interventionists, and content-area teachers participate, or does the initiative remain concentrated among a small group of enthusiasts?
Demand does not mean selling teachers on a slogan. It means building an honest case for the practice, inviting professional judgment, and removing barriers to participation. Teachers are more likely to invest effort when they can connect a new practice to a real instructional problem, see credible examples from comparable classrooms, understand what the practice asks of them, and receive reassurance that leaders will provide the time and support required.
Equity belongs at the center of this analysis. A practice can have a strong average research effect and still be distributed unevenly. Government policy and funding can influence which evidence-based practices reach states, districts, schools, and student populations, but access at the system level does not guarantee access in the classroom. Leaders should examine reach by school, grade, role, and student group. If the strongest implementation occurs only in classrooms with the greatest existing capacity, the initiative may widen opportunity gaps even while improving overall averages.
3. The methodological and scientific implementation gap: Do we know enough about what works here, for whom, and under what conditions?
Evidence-based leadership requires more than selecting a program with positive studies. Leaders must distinguish intervention outcomes from implementation outcomes. Student writing quality, organization, and independence are intervention outcomes. Teacher participation, adoption, fidelity, quality of delivery, reach, feasibility, and sustainability are implementation outcomes. A school needs both sets of information.
This distinction prevents misleading conclusions. If student outcomes do not improve, the instructional approach may be ineffective in that context, but the school may also have delivered too little instruction, provided insufficient coaching, changed essential components, or failed to reach the intended students. If teachers implement the approach accurately but student outcomes remain flat, leaders need to examine the fit, intensity, measures, and instructional assumptions. Without implementation data, the district cannot tell the difference.
The scientific gap also reminds leaders to treat local adaptation as a disciplined process. Schools must adapt. A strategy may need different examples, pacing, prompts, scaffolds, or connections to adopted curriculum. The responsible question is not whether adaptation will occur. It is whether the team can identify the framework’s active ingredients, document the changes, and examine their effects.
4. The expertise-capacity implementation gap: Can the system carry the work without permanent outside dependence?
Schools need teachers who understand the practice, coaches who can model and support it, principals who can recognize its essential features, and district leaders who can protect the conditions required for implementation. Expertise must exist at more than one level because staff members leave, leadership changes, schedules shift, and new teachers arrive.
A launch can depend on outside experts. Sustainability cannot.
Building internal expertise does not mean ending outside support as quickly as possible. It means using expert support to deliberately build local capability. Coaches need more than the teacher-level experience. They need to diagnose implementation, analyze student work, give actionable feedback, help teachers differentiate instruction, and know when an adaptation has crossed into dilution. Principals do not need to become writing researchers, but they do need enough knowledge to set expectations, protect time, ask useful questions, and distinguish visible activity from meaningful implementation.
What the Broader Research Says About Implementation
The D&I Bridge is a conceptual article, not an effectiveness trial. Other research strengthens its practical message.
In a major review, Durlak and DuPre (2008) examined more than 500 quantitative studies of prevention and promotion programs and concluded that implementation level affects program outcomes. They also identified 23 contextual factors across communities, providers, innovations, organizations, and training or technical assistance. This review did not focus specifically on writing instruction, and much of its evidence came from prevention programs. Administrators should not treat it as proof that a particular literacy model will succeed without a proper policy in place. Its more defensible lesson is broader: outcomes depend not only on the intervention selected but also on how people and systems implement it.
Research on teacher coaching provides a more education-specific signal. Kraft, Blazar, and Hogan’s 2018 meta-analysis combined 60 studies using causal designs. Across those studies, coaching produced an average effect of 0.49 standard deviations on instructional practice and 0.18 standard deviations on student achievement. The authors also found that effects tended to decline as programs scaled, a warning directly relevant to district leaders. Coaching can make a meaningful difference, but “coaching” is not a magic label. Quality, dosage, coach expertise, program design, and scale all matter.
Together, these findings challenge the familiar one-day professional development model. Information can begin learning, but complex instruction develops through explanation, modeling, rehearsal, classroom application, feedback, problem-solving, and repeated use. The system must support the movement from knowing about a practice to performing it with judgment.
Where SRSD Fits: The Researched Instructional Framework
Self-Regulated Strategy Development, or SRSD, belongs on the evidence side of the bridge. SRSD is not a commercial program or a fixed script. It is a researched instructional framework, developed by Karen R. Harris, Steve Graham, and many collaborating researchers, that combines explicit instruction in writing strategies and genre knowledge with self-regulation processes such as goal setting, self-monitoring, self-instruction, and self-reinforcement.
Teachers generally move through six recursive stages: develop background knowledge, discuss the strategy, model it, support memorization, provide guided practice, and support independent performance. These stages are criterion-based rather than calendar-based. Teachers adjust pacing and scaffolding according to what students can do, revisit earlier stages when needed, and gradually transfer responsibility to students. The goal is not mnemonic recall by itself. The goal is strategic, knowledgeable, motivated, and increasingly independent writing.
The research base gives administrators a strong reason to take SRSD seriously. In Graham, McKeown, Kiuhara, and Harris’s 2012 meta-analysis of experimental and quasi-experimental writing interventions in the elementary grades, SRSD produced a mean effect size of 1.17 for writing quality across the studies included in that moderator analysis. The What Works Clearinghouse’s elementary writing practice guide assigns strong evidence to teaching students to use the writing process for varied purposes, and its secondary writing guide assigns strong evidence to explicitly teaching writing strategies through a Model-Practice-Reflect cycle. These ratings apply to the guides’ recommendations, not to an organizational vendor or every use of SRSD.
Interpret the size of the 1.17 estimate responsibly. It is an average drawn from a particular body of controlled research, not a promise that every school adopting SRSD will move students by the same amount. Effects can change when instruction moves across grades, populations, measures, implementers, and conditions. A research effect describes what occurred in studied settings. Implementation determines whether a local system recreates enough of the necessary conditions to produce meaningful results.
One SRSD study illustrates why the bridge matters. In a randomized controlled study of Tier 2 writing instruction, Harris, Graham, and Adkins (2015) worked with 11 second-grade teachers and 51 students at risk for writing failure across four schools. Teachers participated in practice-based professional development, implemented SRSD in small groups, and received follow-up observation and support. Researchers reported high instructional integrity and positive social validity. Students showed significant improvements in story elements and quality at posttest and maintenance, with large reported effects, as well as generalization to personal narrative writing.
That study is especially relevant because classroom teachers, rather than only researchers, delivered the instruction. It is also limited. The sample was small, the work occurred in one district, the intervention served Tier 2 groups, and the study does not by itself establish how to scale SRSD across an entire district. Its contribution to this discussion is precise: when teachers received practice-based professional learning and follow-up support, they could implement SRSD with integrity and produce strong student results under the studied conditions.
This is the distinction administrators must hold onto. SRSD answers the instructional question: What evidence-based framework can help students plan, compose, evaluate, and regulate their writing? It does not implement itself. Schools still need a robust policy implementation system to ensure the instructional framework is effectively put into practice and close the implementation gap.
Where SRSD Online Fits: The Organization Supporting the Journey from Evidence to Routine Practice
SRSD Online and SRSD are not the same thing, and treating them as interchangeable blurs two very different kinds of authority.
The SRSD research community develops, studies, tests, critiques, and refines the instructional framework. Its authority rests on theory, peer-reviewed research, replication, accumulated findings, and continued inquiry. That work defines the essential instructional principles and tests whether SRSD improves writing under specified conditions.
SRSD Online is an organization working on a different, complementary problem: helping schools and districts learn, implement, monitor, and sustain SRSD in real educational systems. According to SRSD Online’s current description of its school and district model, the organization combines teacher professional learning, an instructional coach course, classroom materials, fidelity and implementation tools, planning, progress review, leadership support, mentoring, and curriculum-integration guidance. The model works through teachers, internal coaches, and administrators rather than positioning an outside consultant as the permanent owner of instruction.
Viewed through the D&I Bridge, these functions address different gaps. Courses, demonstrations, examples, and communication help educators find and understand SRSD, addressing dissemination and access. Lesson resources, modeling, practice-based learning, mentoring, and fidelity tools address the instructional supply gap by helping teachers move from knowledge to classroom performance. Coach development and leadership consulting address the expertise-capacity gap by building local capacity to support the work. Progress reviews and implementation data address part of the methodological gap by helping teams compare intended and enacted practice and make adjustments.
This description should not be confused with independent evidence of effectiveness. SRSD Online’s website explains its service model, and its impact reports provide useful implementation information, but organizational reports are not substitutes for peer-reviewed causal studies. The evidence for SRSD as an instructional framework and the evidence for SRSD Online’s particular implementation model should remain distinguishable. That separation strengthens credibility. It allows administrators to ask two legitimate questions: “How strong is the evidence for the instructional framework?” and “How well does this organization help schools implement that framework at scale?”
It also suggests an important feedback relationship between the two. The research community can identify critical components, mechanisms, student effects, boundary conditions, and unanswered questions. SRSD Online can translate those findings into professional learning and tools, while systematically documenting the barriers, adaptations, questions, and implementation patterns that appear across schools. Practice should inform new research questions, and research should correct, deepen, or redirect implementation. Neither side should simply validate the other. Productive tension protects both instructional integrity and practical relevance.
What Administrators Should Build, Not Just Buy
An implementation-minded leader begins with a problem, not a product. What is currently inconsistent or insufficient in student writing? Which students and classrooms are most affected? What do writing samples, teacher interviews, observations, and curriculum reviews show? A clear problem definition helps the district choose an approach intentionally and gives the team a baseline to evaluate progress.
Next, leaders should define the nonnegotiable instructional core. For SRSD, this includes more than using POW, TREE, TIDE, or another mnemonic. Students need explicit strategy instruction, development of necessary knowledge, teacher modeling that makes thinking visible, opportunities to practice with support, and direct instruction in self-regulation. A classroom that displays an organizer but omits goal setting, self-monitoring, collaborative practice, and gradual transfer may use an SRSD-related tool without fully implementing the framework.
Leaders must then plan for the four gaps simultaneously. The district needs a dissemination plan that explains the purpose and reaches every relevant role. It needs an implementation plan that specifies training, practice, coaching, materials, schedules, and follow-up. It needs a measurement plan that examines reach, quality, fidelity, adaptation, and student outcomes. And it needs a capacity plan that prepares coaches and leaders to sustain the work.
Start with a manageable scope but design the pilot to teach the system something. A pilot should not merely ask whether participating teachers liked the training. It should examine whether teachers used the framework, what helped or hindered them, which adaptations occurred, how student writing changed, what coaching demands emerged, and what resources expansion would require. A small successful pilot with no plan for transfer can become an island of excellence rather than a bridge to wider improvement.
Administrators should also monitor leading and lagging indicators. Student outcomes are essential, but they arrive after many implementation decisions. Leading indicators include participation, course progress, teacher readiness, planned instructional time, lesson enactment, coaching contact, fidelity to critical components, and reach across classrooms. Lagging indicators include changes in student writing quality, genre elements, organization, strategy use, independence, motivation, and transfer to new tasks. No single dashboard number can capture the whole system.
Finally, leaders should build honest adaptation routines. Teachers need permission to respond to students, but they also need a shared method for deciding what to change. Teams can ask: What problem are we solving? Which component are we adapting? Is that component central to the framework’s theory of action? What evidence will tell us whether the adaptation helped? Recording these decisions turns variation into organizational learning instead of invisible drift.
A More Useful Definition of Success
The weakest definition of implementation success is completion: teachers attended, logged in, or received the materials. A better definition is initial use: teachers tried the practice. A stronger definition includes quality and reach: teachers used the critical components well, and the intended students experienced them. The strongest definition adds sustainability and outcomes: the practice becomes part of routine instruction, local staff can support it, implementation remains responsive without losing integrity, and student writing improves.
That final standard takes time. It also demands leadership attention beyond launch day.
The D&I Bridge gives administrators a practical way to see why promising work stalls. Sometimes the problem is dissemination: people do not understand or trust the initiative. Sometimes it is supply: teachers cannot access usable classroom supports. Sometimes it is measurement: the district cannot tell whether weak outcomes reflect the practice or its implementation. Sometimes it is capacity: too few people know how to guide the work. Most often, several gaps interact.
SRSD brings an unusually strong and mature body of research to the writing side of the bridge. It gives schools an explicit framework for teaching the cognitive, metacognitive, behavioral, and motivational work of writing. SRSD Online addresses a separate challenge by helping educational systems carry that framework from research into professional learning, coaching, leadership, materials, monitoring, and sustained use.
For administrators, the central lesson is simple: choosing an evidence-based practice is the beginning of responsible leadership, not the end. Government agencies, researchers, professional organizations, districts, and schools all play different roles in moving evidence toward practice. Government can fund research, establish policy, disseminate guidance, support technical assistance, and encourage evidence-based practice. But none of those actions guarantees implementation in classrooms. Evidence and dissemination establish that a practice is effective and known; implementation, sustained by capacity and confirmed through ongoing measurement, is what determines whether it’s used, and used well, over time.
When school leaders attend to all four, they do more than introduce a writing initiative. They bridge the ‘implementation gap’ that lets research become better instruction, and better instruction become better opportunities for students.
References
Becker, S. J., DiClemente-Bosco, K., Scott, K., Helseth, S. A., Patel-Syed, Z., & Li, D. H. (2024). The “D&I Bridge”: Introducing a teaching tool to define the D, the I, and the why. Implementation Science Communications, 5, Article 18.
Durlak, J. A., & DuPre, E. P. (2008). Implementation matters: A review of research on the influence of implementation on program outcomes and the factors affecting implementation. American Journal of Community Psychology, 41, 327-350.
Graham, S., McKeown, D., Kiuhara, S., & Harris, K. R. (2012). A meta-analysis of writing instruction for students in the elementary grades. Journal of Educational Psychology, 104(4), 879-896.
Harris, K. R., Graham, S., & Adkins, M. (2015). Practice-based professional development and Self-Regulated Strategy Development for Tier 2, at-risk writers in second grade. Contemporary Educational Psychology, 40, 5-16.
Kraft, M. A., Blazar, D., & Hogan, D. (2018). The effect of teacher coaching on instruction and achievement: A meta-analysis of the causal evidence. Review of Educational Research, 88(4), 547-588.
U.S. Department of Education, Institute of Education Sciences, What Works Clearinghouse. (2012). Teaching elementary school students to be effective writers.
U.S. Department of Education, Institute of Education Sciences, What Works Clearinghouse. (2016). Teaching secondary students to write effectively.
SRSD Online. (n.d.). K-12 group and whole-school programs.

About the Author
Randy Barth is CEO of SRSD Online, which innovates evidence-based writing instruction grounded in the Science of Writing for educators. Randy is dedicated to preserving the legacies of SRSD creator Karen Harris and renowned writing researcher Steve Graham to make SRSD a standard practice in today’s classrooms. For more information on SRSD, schedule a risk-free consultation with Randy using this link: Schedule a time to talk SRSD.








