Objective The National Institutes of Health (NIH) spend billions of dollars annually on biomedical research. A crucial, yet currently insufficient step is the translation of scientific evidence-based guidelines and recommendations into constructs and language accessible to every-day patients and community members. By building a community of solution that integrates primary care with public health and community-based organizations, evidence-based medical care can be translated into language and constructs accessible to community members and readily implemented to improve health. Methods Using a community-based participatory research approach, the High Plains Research Network (HPRN) and its Community Advisory Council developed a multi-component process to translate evidence into messages and dissemination methods to improve health in rural Colorado. This process, called Boot Camp Translation has brought together various community members, organizations, and primary care to build a community of solution to address local health problems. Results The HPRN has conducted 4 Boot Camp Translations on topics including colon cancer prevention, asthma diagnosis and management, hypertension treatment and management, and the patient-centered medical home. Each Boot Camp follows a standard agenda that requires flexibility and creativity. Thus far, the HPRN has used Boot Camp Translation to engage over a thousand rural community members and providers. Dissemination of Boot Camp messaging through the community of solution has led to increased colon cancer screening, improved care for asthma, and increased rates of controlled blood pressure. Conclusions Boot Camp translation successfully engages community members in a process to translate evidence-based medical care into locally relevant, culturally appropriate language and constructs. Boot Camp Translation is an appropriate method for engaging community members in patient-centered outcomes research. Boot Camp Translation may be an appropriate first step in building a local or regional community of solution aimed at improving health of the community.

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A prevailing common-sense hypothesis (the "hue-heat " hypothesis) is that an environment which has dominant light frequencies toward the red end of the visible spectrum feels warm and one with dominant blue frequencies feels cool. Twenty-one students made thermal comfort ratings while wearing red, blue, and clear goggles during three 20-min. runs in which air conditions were "comfortable" and wall temperatures were varied from about 60' to 100°F and back. Four analyses were conducted of the temperatures at which subjects changed their thermal comfort judgment from one category t o another. While subject and direction-of-temperaturechange effects were significant, no hue main effects or interactions were found. I t was concluded that hue produces a strictly intellectual effect, a belief that one is warmer or cooler but does not affect one's thermal comfort.

The contract is the main mechanism for governing transactions within public sector‘quasi markets’. This article explores the nature of the contracting process in the light of new empirical data from a qualitative study of the development of contracting for hiv/aids services within the National Health Service. These data are compared with four possible models of the contracting process emerging from the academic literature, classical, relational, regulated and pseudo contracting. The White Paper on the nhs reforms uses a classical concept of contracting, in which purchasers are represented as making well informed and unrestricted choices between competing options. This bore little relation to the process observed within the four purchasing organizations studied. Instead, elements of all the models were observed, with the dominance of any one model varying with different situations, times and localities. Competition was only patchily evident, with purchasers more commonly encouraging co‐operative relationships between providers to preserve stability. Attempts to utilize the contract process to mould and reconfigure services were often hampered by restrictions imposed by regulations and slow implementation of new mechanisms. Contracting was also adversely affected by rapid organizational change and lack of adequate information. It is concluded that contracting in the nhs is an evolving process and has yet to achieve its full potential as a management mechanism.

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This article explores contrasting forms of 'knowledge leadership' in mobilising management research into organizational practice. Drawing on a Foucauldian perspective on powerknowledge, we introduce three axes of power-knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on 'polar cases' of managers engaged in mobilising management research in six research-intensive organizations in the UK healthcare sector. We find that knowledge leadership involves agentic practices through which managers strive to actively become the knowledge object -personally transposing, appropriating or contending management research. This article contributes to the literature by advancing the concept of knowledge leadership in the work of mobilising management research into organizational practice.