Using evidenceHow research can inform public services

Exploring knowledge exchange: A useful framework for practice and policy

“…Finding ways of translating research-based knowledge into healthcare policy and practice has become one of the most pressing concerns over the last decade or more (Nutley, Walter, and Davies 2007). This intense interest has been prompted by a range of wellrehearsed arguments about the social and economic damage caused by failures to put research evidence to good use (Berwick 2003;Darzi 2008;World Health Organization 2004).…”

Using interactive workshops to prompt knowledge exchange: a realist evaluation of a knowledge to action initiative

“…Commissioned from a lead academic the digest contributed to knowledge exchange by summarising key messages from the evidence-base, identifying gaps in evidence or contested issues, and highlighting where evidence was strong (25).…”

“…These reasons are well documented in the literature (4,5,7,25,35,39) and include: lack of time and capacity; the negative impact of national targets in driving certain behaviours and agendas whilst simultaneously precluding others; lack of senior leader buy-in, the complex nature of issues and systems in public health where solutions are similarly complex and cross-cutting; and wider contextual instability and financial pressures. Other reasons refer to the cultural backdrop of delegates' organisations showing a reluctance to use research evidence; the need to work intensely on imposed national agendas; the fossilisation of existing services over time and the sheer effort needed to change large bureaucratic organisations.…”

Implementing Interorganizational Cooperation in Labour Market Reintegration: A Case Study

“…What does not work is an overly simplistic strategy, such as focusing solely on information dissemination or training. Multi-level approaches, including an interactive implementation strategy, provide a better chance of successful implementation than a passive strategy for diffusion [16]. Also, the organization's capacity for absorbing new knowledge influences the outcome of the implementation [17].…”

“…The second theoretical proposition concerned the difference in implementation strategies, where it was assumed that a strategy characterized by interaction and openness to practical development would be preferred [13,16,17,19], thereby facilitating more sustainable cooperation and better prerequisites for developmental interorganizational learning [20]. In the two cases, there was a substantial difference in the overall strategy for implementing the CAs, with corresponding differences in the level of interaction between decision-makers (managers and politicians) and users (officials participating in cooperative work).…”