Knowledge into action – supporting the implementation of evidence into practice in <scp>S</scp>cotland

Davies, Sandra; Herbert, Paul; Wales, Ann; Ritchie, Karen; Wilson, Stewart W.; Dobie, Laura; Thain, Annette

doi:10.1111/hir.12159

Cited by 14 publications

(27 citation statements)

References 8 publications

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“…Within this emerging typology, although most brokers work across different organisations, some work intra-organisationally (Waring et al, 2013). Brokers may have a different professional affiliation from those they hope to influence (Morris et al, 2013, Davies et al, 2017 or the same (Gerrish et al, 2011, Rowley et al, 2012, be situated externally (Traynor et al, 2014) or embedded within (Chew et al, 2013). Importantly, two independent reviews concluded that broker positioning and affiliation is important to success (Bornbaum et al, 2015, Elueze, 2015.…”

Section: Knowledge Brokering -Some Theoretical Perspectives Knowledgementioning

confidence: 99%

Collective knowledge brokering: the model and impact of an embedded team

Wye

Cramer

Beckett

et al. 2020

Evidence &Amp; Policy

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IntroductionThe Bristol Knowledge Mobilisation (KM) Team was an unusual collective brokering model, consisting of a multi-professional team of four managers and three academics embedded in both local healthcare policymaking (aka commissioning) and academic primary care. They aimed to encourage ‘research-informed commissioning’ and ‘commissioning-informed research’. This paper covers context, structure, processes, advantages, challenges and impact. Methods Data sources from brokers included personal logs, reflective essays, exit interviews and a team workshop. These were analysed inductively using constant comparison. To obtain critical distance, three external evaluations were conducted, using interviews, observations and documentation. Results Stable, solvent organisations; senior involvement with good inter-professional relationships; secure funding; and networks of engaged allies in host organisations supported the brokers. Essential elements were two-way embedding, ‘buddying up’, team leadership, brokers’ interpersonal skills, and two-year, part-time contracts. By working collectively, the brokers fostered cross-community interactions and modelled collaborative behaviour, drawing on each other’s ‘insider’ knowledge, networks and experience. Challenges included too many taskmasters, unrealistic expectations and work overload. However, team-brokering provided a safe space to be vulnerable, share learning, and build confidence. As host organisations benefitted most from embedded brokers, both communities noted changes in attitude, knowledge, skills and confidence. The team were more successful in fostering ‘commissioning-informed research’ with co-produced research grants than ‘research-informed commissioning’. Conclusion Although still difficult, the collective support and comradery of an embedded, two-way, multi-professional team made encouraging interactions, and therefore brokering, easier. A team approach modelled collaborative behaviour and created a critical mass to affect cultural change. key messages An embedded two-way collective team makes brokering easier. It provides a safe space for brokers to be vulnerable, share learning and navigate problems. Team-brokering models collaborative behaviour and creates a critical mass. But many brokering challenges still exist.

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Section: Knowledge Brokering -Some Theoretical Perspectives Knowledgementioning

confidence: 99%

Collective knowledge brokering: the model and impact of an embedded team

Wye

Cramer

Beckett

et al. 2020

Evidence &Amp; Policy

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“…They can play a pivotal role as knowledge brokers in health care organisations in mobilising knowledge and evidence effectively and supporting the health care workforces to provide high quality care. Library and knowledge staff can support health care practitioners to find and evaluate information that they need through managing and sharing knowledge, and optimising required technology (Davies et al, ; Lacey Bryant et al, ; Lacey Bryant, Stewart & Goswami, ).…”

Section: Research Implicationsmentioning

confidence: 99%

“…In addition, by delivering knowledge in actionable formats, for example clinical decision support systems or decision aids, there will be more options to support KM processes. (Brice & Grant, ; Brice & Muir Gray, ; Davies et al, ; Keeling & Lambert, ; Lacey Bryant et al, ; Lacey Bryant et al, ; Plaice & Kitch, ).…”

Section: Research Implicationsmentioning

confidence: 99%

Factors influencing the success of knowledge management process in health care organisations: a literature review

Ayatollahi

Zeraatkar

2019

Health Info Libraries J

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Introduction: Knowledge is a strategic resource in health care organisations and knowledge management (KM) is applied as an effective solution to overcome challenges, such as rising health care cost and increasing demands for improving quality of care. The aim of this review was to identify factors influencing the success of KM process in health care organisations of developed and developing countries. Methods: This review was conducted in 2018. The sources used for searching relevant papers were PubMed, Scopus, Science Direct, Web of Knowledge, EMBASE and Google Scholar, and the time frame was between 1980 and 2017. The search terms were KM, health care services administration, health care organisation, hospital and clinic which were combined by using AND/OR Boolean operators. Results: In this review, 13 papers were included. The main success factors influencing KM implementation in health care organisations were organisational culture, information technology, organisational structure, and performance evaluation and measurement. In developed countries, organisational culture was the most frequent factor, while in developing countries, organisational culture and information technology were the most frequent ones. Conclusion: It seems that in developed and developing countries, organisational factors are the most frequent factors influencing successful KM in health care organisations.• There are different factors influencing a successful implementation of knowledge management projects in health care organisations.• Developing countries can learn from developed countries to implement successful knowledge management projects.• Health sciences librarians can help health care organisations and health care staff as knowledge brokers to gain the relevant skills and knowledge to make evidence based decisions leading to excellent and safe patient care.• More formal education and continuing professional education are needed to make the knowledge brokers able to implement knowledge management initiatives in health care organisations.

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“…This article contributes to the debates about whether knowledge brokerage initiated at a national level is sustained in local contexts over time. The academic literature is now fairly well developed when it comes to identifying the issues, lessons and challenges of knowledge brokerage (see for example Ward et al 2009;2010;Partidario and Sheate, 2013;Petman et al 2016; Davies et al 2017;Powell et al 2017); but there is a dearth of literature that evaluates knowledge brokerage activities previously undertaken by national evidence-producing agencies. Such a focus also calls into question aspects of national value-producing leadership (Hartley et al, 2015;Bryson et al, 2017;Van Wart, 2017).…”

Section: Introductionmentioning

confidence: 99%

The sustainability of knowledge brokerage of the mental health improvement outcomes framework in Scotland: a follow-up analysis

Connolly

Reid²,

Knoll

et al. 2020

Evidence &Amp; Policy

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This is a follow-up study to Reid et al (2017) which considered the barriers and facilitators of getting knowledge into policy when using a knowledge brokering approach. The previous study analysed the use of strategies to reduce barriers to the use of evidence in mental health strategy planning in Scotland using outcome frameworks. The main facilitators highlighted were the importance of local champions, cooperation within partnership networks, and national-level support. The barriers were local implementation cultures, local time pressures, perceived complexities of the framework, and timeliness of the framework. The present article details the results of a follow-up qualitative evaluation of the sustainability of the mental health improvement outcomes framework with local planners. There is a dearth of literature which focuses on the sustainability of outcome frameworks and the findings of this study suggest that the barriers highlighted by Reid et al (2017) remain acute issues. However, there are further aspects for learning for knowledge brokers themselves in terms of national and local relations and the wider challenges and opportunities relating to network governance and policy reform agendas.

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Knowledge into action – supporting the implementation of evidence into practice in Scotland

Cited by 14 publications

References 8 publications

Collective knowledge brokering: the model and impact of an embedded team

Collective knowledge brokering: the model and impact of an embedded team

Factors influencing the success of knowledge management process in health care organisations: a literature review

The sustainability of knowledge brokerage of the mental health improvement outcomes framework in Scotland: a follow-up analysis

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