Knowledge Brokering: creating links between people for
knowledge Institute for Knowledge Mobilization Facilitator: Peter
Levesque 2014 Peter Levesque 2007-20141
Slide 2
Workshop Format Facilitated discussion Hands-on activities
Group discussions Case studies Videos 2 Peter Levesque
2007-20142014
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Workshop Agenda Morning: Workshop objectives Introductions
1.What is knowledge? 2.What is brokering? 3.What are you doing?
Knowledge broker exercise and discussion 4.Core skills of a
knowledge broker 5.What are people doing? Discussion of knowledge
broker stories Afternoon: 5.More what are people doing 6.The
growing role of intermediaries 7.The care and feeding of knowledge
brokers 8.Tools and Methods 9.Lessons learned Failures Things to
avoid Overcoming barriers 10.Monitoring and Evaluation 2014 Peter
Levesque 2007-20143
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Workshop Objectives An operational understanding of the role of
the knowledge broker. How knowledge brokers are being implemented
as a role within organizations. An understanding of the core skills
required of knowledge brokers. How to support the use of knowledge
brokers within organizations An understanding of the tools and
methods needed to support knowledge brokering based on a range of
case studies. How to identify and overcome barriers to knowledge
brokering. How to monitor and evaluate progress of the strategy.
Meet a group of peers that become part of your community of
practice. 2014 Peter Levesque 2007-20144
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Introductions All about you: Who are you? Where do you work?
What are your areas of interest? What do you hope to learn from
this workshop? 5 About me Here is my contact info: Peter Levesque
Institute for Knowledge Mobilization 1 Rideau Street, Suite 700
Ottawa, ON, K1N 8S7 T: 613-552-2725 E:
[email protected]@knowledgemobilization.net W:
www.knowledgemobilization.netwww.knowledgemobilization.net T:
@peterlevesque 2014 Peter Levesque 2007-2014
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Preparation for Follow-up As you participate in the workshop,
note the following: 2 People: to follow-up 2 Ideas: that inspire or
intrigue you 2 Improvements: to your work or work environment 2014
Peter Levesque 2007-20146
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What is Knowledge: Definition knowledge(know|ledge) noun
1.facts, information, and skills acquired through experience or
education; the theoretical or practical understanding of a subject:
a thirst for knowledge her considerable knowledge of antiques the
sum of what is known: the transmission of knowledge information
held on a computer system. Philosophy true, justified belief;
certain understanding, as opposed to opinion. 2.awareness or
familiarity gained by experience of a fact or situation: the
programme had been developed without his knowledge he denied all
knowledge of the incidents 3.archaic sexual intercourse. 2014 Peter
Levesque 2007-20147
http://oxforddictionaries.com/definition/knowledge
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Is this Knowledge? 2014 Peter Levesque 2007-20148
http://vimeo.com/8665381
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Busy new world Take a deep breath. Think about your work. What
is your relationship with data, information, and knowledge? What
does it look like? 9
http://www.designfloat.com/blog/2011/03/30/moleskine-art-legendary-notebooks-cool-sketcheshttp://www.designfloat.com/blog/2011/03/30/moleskine-art-legendary-notebooks-cool-sketches/
2014 Peter Levesque 2007-2014
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Does it look like this? 10 http://www.sohotastic.com/ 2014
Peter Levesque 2007-2014
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Or more like this? 11 2014 Peter Levesque 2007-2014
http://www.spareroom.co.nz/2006/07/24/i-have-it-right-here//
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Or even like this? 12 2014 Peter Levesque 2007-2014
http://carbon-based-ghg.blogspot.com/2009/11/rising-sea-levels-to-impact-waste.html//
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Exponential growth 13 2014 Peter Levesque 2007-2014
http://www.tgdaily.com/hardware-features/42499-digital-content-doubles-every-18-months
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What about Research? (e.g. geology)
http://jrp.icaap.org/index.php/jrp/article/viewArticle/128/106
http://jrp.icaap.org/index.php/jrp/article/viewArticle/128/106 14
1945 2000 2014 Peter Levesque 2007-2014
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Data to Info to Knowledge 15 Data: 1, 8, 24, 27 Information:
Birth dates of my family. Knowledge: preferences for parties 2014
Peter Levesque 2007-2014
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Hunting and Gathering 16 Never in human history have we hunted
for so much data, information and knowledge. Never in human history
have we gathered so much that is useful but not used. 2014 Peter
Levesque 2007-2014
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Data is: 17 Data is raw material for processing. Data relates
to fact, event and transactions. 2014 Peter Levesque 2007-2014
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Information is: 18 Information is data that has been processed
in such a way as to be meaningful to the person who receives it.
Information is any thing that is communicated IT IS INFORMATIVE.
2014 Peter Levesque 2007-2014
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Knowledge is: 19 Knowledge is result of perception and learning
and reasoning. Knowledge is social. Knowledge requires
relationships. 2014 Peter Levesque 2007-2014
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What is knowledge - discussion 20 How is knowledge understood
in your organization? How do you support the creation of knowledge
the social life of data and information? 2014 Peter Levesque
2007-2014
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What is Knowledge Brokering? 2014 Peter Levesque 2007-201421
Knowledge brokering links researchers and decision makers,
facilitating their interaction so that they are able to better
understand each other's goals and professional culture, influence
each other's work, forge new partnerships, and use research-based
evidence. Brokering is ultimately about supporting evidence-based
decision-making in the organization, management, and delivery of
health services. http://www.chsrf.ca/keys/glossary_e.php
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What is Knowledge Brokering? 2014 Peter Levesque 2007-201422
Knowledge brokering is a dynamic activity that is the human force
behind knowledge exchange and adoption. It involves bringing people
together, helping to build links, identifying gaps and needs, and
sharing ideas. It allows information to be used to solve a problem
or lead to a better way of doing things. It also includes assisting
groups to communicate and understand each others abilities and
needs, and assists with guiding people to sources of research. This
may include summarising and synthesising research and policy into
easily understood formats and transforming issues into research
questions. Knowledge brokering encourages the use of research in
planning and implementation and uses evaluation activities to
identify successes or improvements. Source: Land and Water
Australia
http://www.lwa.gov.au/libraryhttp://www.lwa.gov.au/library
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Knowledge Brokers are key people in the Knowledge Mobilization
process 2014 Peter Levesque 2007-201423 Knowledge mobilization is
about ensuring that all citizens benefit from publicly funded
research. It can take many forms, but the essential objective is to
allow research knowledge to flow both within the academic world,
and between academic researchers and the wider community. By moving
research knowledge into society, knowledge mobilization increases
its intellectual, economic, social and cultural impact.
http://www.sshrc-crsh.gc.ca/society-societe/community-communite/index-eng.aspx
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24 2014 Peter Levesque 2007-2014
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Associated Terms: Knowledge Transfer & Knowledge Exchange
Knowledge transfer and exchange is collaborative problem- solving
between researchers and decision-makers. Canadian Health Services
Research Foundation 252014 Peter Levesque 2007-2014
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Associated Terms: Knowledge Translation Knowledge translation
(KT) is defined as a dynamic and iterative process that includes
synthesis, dissemination, exchange and ethically-sound application
of knowledge to improve the health of Canadians, provide more
effective health services and products and strengthen the health
care system. Canadian Institutes of Health Research 2014 Peter
Levesque 2007-201426
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Associated Terms: Knowledge Translation This process takes
place within a complex system of interactions between researchers
and knowledge users which may vary in intensity, complexity and
level of engagement depending on the nature of the research and the
findings as well as the needs of the particular knowledge user.
Canadian Institutes of Health Research 2014 Peter Levesque
2007-201427
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Many terms with similar meanings: A strategy to create value
from knowledge 2014 Peter Levesque 2007-201428
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29 Knowledge Mobilization as a Value Chain Now What: Decisions,
Directions, Actions So What: Meaning, Analysis, Interpretation
What: Data, Information, Description, Stories MULTIPLE INPUTS FROM
RESEARCH, PRACTICE, EXPERIENCE, CULTURE Innovation Supporting
Infrastructure Initiatives Incentives to Share between Levels Value
Creation Programs Policies Priorities Processes Practice Products
Perspectives Procedures Possibilities People Skills 2014 Peter
Levesque 2007-2014
Slide 30
Brief History of Knowledge Mobilization 3500 BCE 200 BCE 1450
1858 1950s Cuneiform language invented Parchment now available
Johannes Gutenberg brings functional moveable type to Europe
Trans-Atlantic telegraph Computers and Knowledge Management emerge
2014 Peter Levesque 2007-201430
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History of Knowledge Mobilization Passive push (until 1970s+)
Push harder (1990s+) Partner & pull (2000+) Dissemination via
traditional journals, conferences Focus on implementation, e.g.
performance feedback Linkage & exchange, e.g. joint production
2014 Peter Levesque 2007-201431 Greater role for knowledge
brokers!
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Roles of Knowledge Brokers: Appendix 1 322014 Peter Levesque
2007-2014
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Roles of Knowledge Brokers 332014 Peter Levesque 2007-2014
InformingLinkingMatchmaking Focused Collaboration Strategic
Collaboration Building Institutions Behaviour Change
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Knowledge Broker Exercise 342014 Peter Levesque 2007-2014 Go to
Appendix 2 Match the product or service to the role Discuss your
answers with your neighbour What else are you doing?
Slide 35
Core skills of a knowledge broker The role of the broker
depends on the organization, but there is a basic skill set: bring
people together and facilitate their interaction; find
research-based and other evidence to shape decisions; assess
evidence, interpret it, and adapt it to circumstances; a knowledge
of marketing, communication and the industry/sector they work in;
and identify emerging management and policy issues which research
could help to resolve.
http://www.chsrf.ca/migrated/pdf/Theory_and_Practice_e.pdf 2014
Peter Levesque 2007-201435
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36 2014 Peter Levesque 2007-2014
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Core skills of a knowledge broker Personal Attributes Evidence
Gathering Skills Critical Appraisal Skills Communication Skills
Mediation Skills 2014 Peter Levesque 2007-201437
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Core skills of a knowledge broker Personal Attributes Knowledge
Brokers should be inquisitive, enthusiastic, flexible,
inspirational, imaginative, highly credible and keenly interested
in learning. They should be skilled analysts, able to see the 'big
picture' and be able to readily identify links between ideas and
pieces of information.
http://www.canchild.ca/en/canchildresources/knowledgebrokering.asp
2014 Peter Levesque 2007-201438
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Core skills of a knowledge broker Evidence Gathering Skills
Knowledge Brokers should be aware of the best sources of
synthesized evidence and original studies within their content area
and have focused expertise in searching these sources for research
evidence. They should also be skilled in searching for less formal
contextual evidence such as policy documents and evaluation
reports. The ability to evaluate the effectiveness of knowledge
brokering activities is also a necessary skill for an effective
Knowledge Broker.
http://www.canchild.ca/en/canchildresources/knowledgebrokering.asp
2014 Peter Levesque 2007-201439
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Core skills of a knowledge broker Critical Appraisal Skills
Knowledge Brokers should be adept at appraising evidence to
evaluate its quality, importance, and applicability to a particular
context. In addition to traditional critical appraisal skills, they
should have knowledge of the sector, the broader industry
environment, its key players and controversies - and use this to
gauge the applicability and adaptability of new evidence to user
contexts.
http://www.canchild.ca/en/canchildresources/knowledgebrokering.asp
2014 Peter Levesque 2007-201440
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Core skills of a knowledge broker Communication Skills
Knowledge Brokers should have strong oral and written communication
skills and use a variety of methods targeted to the needs of the
diverse stakeholders (e.g., researchers, practitioners,
policy-makers, managers, and customers/clients/consumers/citizens).
They should use active listening skills to gain insight into the
interests, issues and innovations of their network members.
http://www.canchild.ca/en/canchildresources/knowledgebrokering.asp
2014 Peter Levesque 2007-201441
Slide 42
Core skills of a knowledge broker Mediation Skills To function
as effective relationship builders, Knowledge Brokers should be
skilled mediators. They assemble teams and foster collaboration
amongst individuals and groups who would not normally work
together. They reconcile misunderstandings, facilitate the
identification of shared goals, and negotiate mutually beneficial
roles for all group members.
http://www.canchild.ca/en/canchildresources/knowledgebrokering.asp
2014 Peter Levesque 2007-201442
Slide 43
Tasks of a Knowledge Broker The tasks of a broker include:
bringing people together to exchange information and work together;
helping groups communicate and understand each others needs and
abilities; pushing for the use of research in planning and
delivering services; monitoring and evaluating practices, to
identify successes or needed changes; transforming management
issues into research questions; synthesizing and summarizing
research and decision-maker priorities; and navigating or guiding
through sources of research.
http://www.chsrf.ca/migrated/pdf/Theory_and_Practice_e.pdf 432014
Peter Levesque 2007-2014
Slide 44
What are people doing? Go to Appendix 4 Read Story 1: Dr. Vicky
Ward: The case of the accidental knowledge broker Questions and
Discussion What does Vicky mean when she says its a complex
process? What is an expert? What are real-world settings? 442014
Peter Levesque 2007-2014
Slide 45
What are people doing? Go to Appendix 4 Read Story 2: Dr. Alex
Bielak: From Science to Science Communication to Knowledge
Brokering Questions and Discussion Do you think knowledge brokers
have a clear career pathway? Why do you think networks are
important? How is knowledge brokering different than
communications? 452014 Peter Levesque 2007-2014
Slide 46
What are people doing? Go to Appendix 4 Read Story 3: Dr.
Melanie Barwick: Tinker, Tailor, Soldier, Spy: Building the
Science, Practice, and Profession of Knowledge Translation
Questions and Discussion Why is training not a one-off endeavour?
Why does knowledge brokering draw from many disciplines? Why is
change difficult? 462014 Peter Levesque 2007-2014
Slide 47
What are people doing? Go to Appendix 4 Read Story 4: Jonathan
Green: Me as part of an innovative system Questions and Discussion
Why are flexibility and adaptability important skills? How will
change, change over time? Are knowledge brokers important for
innovation? 472014 Peter Levesque 2007-2014
Slide 48
The growing role of intermediaries 482014 Peter Levesque
2007-2014
Slide 49
Case 1: Education Their approach: Adapt Lavis KT Model 3 prong
strategy Provide selection of tools Show potential impacts of
activities 49 Cooper and Levin at the Ontario institute for Studies
in Education (OISE) have adapted the Lavis (2003) model for use
with intermediaries (knowledge brokers) in moving Education
research into practice locations. 2014 Peter Levesque
2007-2014
Slide 50
OISE/Levin Model of knowledge Mobilization 2014 Peter Levesque
2007-201450
http://www.oise.utoronto.ca/rspe/Publications_Reports_Conferences/index.html
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Case 1: Education 5 Prong KT Organizing Framework 1.MESSAGE:
What should be transferred to decision makers? (p.223) 2.TARGET
AUDIENCE: To whom should research knowledge be transferred? (p.224)
3.MESSENGER: By whom should research knowledge be transferred?
(p.225) 4.KT PROCESS: How should research knowledge be transferred?
(p.226) 5.EVALUATION: With what effect should research knowledge be
transferred? (p.227) (Lavis et al., 2003) 2014 Peter Levesque
2007-201451
Slide 52
KM Products KM Products KM Events KM Events KM Networks
Strategy Approach (Cooper & Levin, 2010) Case 1: Education 2014
Peter Levesque 2007-201452
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KM PLAN Organized by Strategy PRODUCTS Research Reports Exec
Summ Research Snapshots Policy Briefs Success Stories Multimedia
EVENTS Panels & Talks Conference Workshops & Training
Sessions Annual Meetings NETWORKS Listserv, RSS feeds E-Bulletins
COPs Social Media Online Forum MEDIA Press Release Newspaper
Articles Radio TV Blogs (Cooper & Levin, 2010) 2014 Peter
Levesque 2007-2014 53 Case 1: Education
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(Cooper, 2011 ) Case 1: Education 2014 Peter Levesque
2007-201454
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Case Study 2: USA National Archives 2014 Peter Levesque
2007-201455 http://www.archives.gov/social-media/strategies/ Social
media is about community and conversations. Our social media
strategy is based on six core values that will help transform NARA.
We focus on three main communities that we are seeking to engage:
our staff community, the government community, and citizen
archivists.
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Case Study 2: USA National Archives 2014 Peter Levesque
2007-201456 http://www.archives.gov/social-media/strategies/ Our
Core Values for Social Media Collaboration: Together as one NARA
and as partners with the public to accomplish our mission
Leadership: Out in front among government agencies and cultural
institutions Initiative: An agency of leaders who are passionate,
innovative, and responsible Diversity: Making NARA a great place to
work by respecting diversity and all voices Community: Caring about
and focusing on the government community, citizen archivists, and
each other Openness: Creating an open NARA with an authentic
voice
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Case Study 2: USA National Archives 2014 Peter Levesque
2007-201457 http://www.archives.gov/social-media/strategies/ Staff
Community Empower staff to use social media tools to work
effectively Develop a cadre of social media leaders at NARA, who
are subject matter experts with social media savvy Implement and
encourage use of social media tools for collaboration Implement and
encourage use of social media tools for professional networking
Implement and encourage use of social media tools for information
and status update sharing
Slide 58
Case Study 2: USA National Archives 2014 Peter Levesque
2007-201458 http://www.archives.gov/social-media/strategies/
Government Community Create spaces and platforms for conversations
with the government community Participate in online spaces and
conversations that engage federal records manager, declassification
stakeholders, and citizens and public interest groups with a focus
on records access Develop and demonstrate best practices for social
media records management Implement best practices for e-records
management at NARA
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Case Study 2: USA National Archives 2014 Peter Levesque
2007-201459 http://www.archives.gov/social-media/strategies/
Citizen Archivists Participate in online spaces where researchers,
citizen archivists, and potential citizen archivists spend time
online Make our resources and services more findable and sharable
Find, encourage, and recognize citizen archivists Create
opportunities and platforms for researchers and citizen archivists
to help us and for them to help each other Turn our catalog into a
social catalog and invite the public to contribute to the online
information available about our holdings Find, encourage, and
recognize the support of the Foundation for the National
Archives
Slide 60
Case 3: Seniors (Appendix 5) Their approach: Develop mutual
understanding of goals and cultures. Collaborate with knowledge
users and producers to identify issues and problems. Facilitate the
identification, assessment, interpretation, and translation of
evidence Facilitate the management of information and synthesis of
knowledge 60 The Seniors Health Research Transfer Network (SHRTN)
created a collaborative with other networks focused on seniors
health issues. They have produced substantial numbers of materials
on knowledge transfer and exchange & knowledge brokering. 2014
Peter Levesque 2007-2014
Slide 61
Other: Leeds Knowledge Brokering Model 2014 Peter Levesque
2007-201461
http://www.leeds.ac.uk/lihs/psychiatry/kt/docs/Knowledge%20Brokering%20Final%20report.pdf
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Other: SECI Model 2014 Peter Levesque 2007-201462
http://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/
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The care and feeding of knowledge brokers 632014 Peter Levesque
2007-2014 To thrive, brokering needs a supportive organization one
where there is a collaborative environment, sufficient resources
for the job, processes to identify and capture knowledge generated
by both employees and outside parties, and a desire to build
intellectual capital People doing knowledge brokering need support;
joint activities and a national network will build commitment to
brokering and keep crucial energy from being wasted reinventing
wheels. Management must understand the level and nature of
resources brokers require to do the job well (Earl and Scott 1999),
but without recognition the function wont be encouraged or properly
supported and cant be evaluated.
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The care and feeding of knowledge brokers 642014 Peter Levesque
2007-2014 According to the literature review, a supportive
organization is prepared to create and leverage intellectual
capital (AlBanna, 1999). Its working atmosphere is collaborative,
and it has the necessary technology and human assets to allow
knowledge to be developed and exploited. Smith (2001) says
supportive, interactive learning environments built on trust,
openness and collective ownership definitely encourage knowledge
acquisition and sharing. Supportive organizations are also prepared
to give a free hand to knowledge brokers to do their work,
recognizing that valuable human and knowledge resources will be
wasted unless management openly accepts and supports efforts to
gather, sort, transform, record and share knowledge (Smith,
2001).
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The care and feeding of knowledge brokers 652014 Peter Levesque
2007-2014 A supportive organization also trusts its brokers;
Feldman and colleagues (2001) note that brokers are necessary in
the first place because of a lack of trust among people who work
together. In a supportive organization, brokers are not seen as an
add-on or a burden, because management understands that by
encouraging the use of evidence in decisions, they make the whole
organization more efficient. Brokers will regularize knowledge
transfer, from building relationships with the research community
to checking for best practices to ensuring that knowledge is put
into use. CHSRF: THE THEORY AND PRACTICE OF KNOWLEDGE BROKERING IN
CANADAS HEALTH SYSTEM
Slide 66
The care and feeding of knowledge brokers 662014 Peter Levesque
2007-2014 Knowledge brokering can be done by: people called
knowledge brokers; organizations, agencies and networks; and by
persons integrating brokering into their existing role Knowledge
brokering occurs in the context of networks, projects, programs,
issues and organizations Knowledge brokering can reside and move
across domains including: research project-based; network-based;
field / program-based; topic / issue-based; and organization-based
SHRTN: CANADIAN KNOWLEDGE BROKERING literature review
Slide 67
The care and feeding of knowledge brokers 672014 Peter Levesque
2007-2014 Knowledge brokering is a relationship building process
that takes time, as it requires significant informal and formal
conversations to build iterations of a solution Knowledge brokering
as a facilitation strategy can address barriers to collaboration
and partnerships by facilitating opportunities for reciprocity
SHRTN: CANADIAN KNOWLEDGE BROKERING literature review
Slide 68
The care and feeding of knowledge brokers 682014 Peter Levesque
2007-2014 Factors essential to knowledge brokering success include:
Formal external and internal supports and resources (embeddedness)
Opportunities for sustained, intensive engagement with stakeholders
Formal acknowledgement of the role to moderate fragmentation of
responsibility and actions (legitimacy) Facilitating stakeholders
capacity to actively engage in the knowledge translation process;
persons knowledge brokering cannot do so alone SHRTN: CANADIAN
KNOWLEDGE BROKERING literature review
Slide 69
Failures & Barriers 1.Attempting to apply information
technology to tacit knowledge (what is in your head and not yet
codified). Explicit knowledge that is codified is most susceptible
to the application of information technology. (Complexity)
2.Forgetting that knowledge brokering initiatives must relate
knowledge to peoples day jobs. (Incentives) 3.Management says they
want it, but everything they do is opposed to it. (Culture) 4.The
Field of Dreams trap: Dont assume that if you build it, they will
come. There was no incentive for anyone to invest time and energy
to solve other peoples problems. (Infrastructure) 692014 Peter
Levesque 2007-2014
Slide 70
Failures & Barriers 5.Expecting new technology and
reengineering of processes to produce a collaborative, sharing
culture, where the organizations greatest need was not new
technology but a culture modification program to prepare for a KMb
initiative. (Culture) 6.Failure to understand the organizations
willingness to change and to manage peoples expectations
appropriately. (Incentives) 7.No process to monitor the quality of
contributions. (Management) 702014 Peter Levesque 2007-2014
Slide 71
Failures & Barriers 8.The knowledge question is not
pertinent to practice. (Incentives) 9.The knowledge is not timely.
(Common purpose - Culture) 10.The knowledge is not communicated in
ways relevant to users. (Culture Communication) 11.Management
pressures trump the use of evidence in decision-making. (Incentives
Culture) 12.Others? 712014 Peter Levesque 2007-2014
Slide 72
Unknowns Who should organize the knowledge brokering process
and how can it be institutionalized? How important are attributes
of the knowledge brokering (person or agency) to the success of
knowledge translation interventions? Who should be involved in each
part of knowledge translation? In what settings and among different
health care professionals is knowledge brokering most effective? Is
the combination of knowledge skills brokering different across
settings and among different health care decision makers? How can
we ensure the next important health policy question be facilitated
by knowledge brokering? SHRTN: CANADIAN KNOWLEDGE BROKERING
literature review 722014 Peter Levesque 2007-2014
Slide 73
Unknowns What is the optimal preparation and training of KBs.
What are the knowledge brokering characteristics most closely
associated with knowledge brokering effectiveness? What combination
of knowledge brokering activities is associated with optimal
evidence-informed decisions-making outcomes? Is there an optimal
dose for knowledge brokering? What are effective strategies to
promote participant engagement in the knowledge translation
process? Is there a critical level of engagement between the
organization and a person knowledge brokering that is associated
with changing organizational culture? How can people knowledge
brokering traverse institutions with different values and cultures?
SHRTN: CANADIAN KNOWLEDGE BROKERING literature review 732014 Peter
Levesque 2007-2014
Slide 74
Monitoring & Evaluation Read Appendix 6: Measures of
Assessment: More easily measured: Media coverage Web site user
stats Publication orders Feedback forms Invitations to speak 742014
Peter Levesque 2007-2014
Slide 75
Monitoring & Evaluation Less easily measured: Level of
community interest & awareness of the issue Level of political
awareness & support: are you on the agenda? Are new policies or
practices adopted? Is funding increased or decreased? Is there a
measurable change in behavior, e.g. improved health outcomes; fewer
traffic accidents. Or not? Importance of Buzz 752014 Peter Levesque
2007-2014
Slide 76
Monitoring & Evaluation Less developed area of practice
emerging Example: Skinner, K. Developing a Tool to Measure
Knowledge Exchange Outcomes, The Canadian Journal of Program
Evaluation Vol. 22 No. 1 Pages 4973 2014 Peter Levesque
2007-201476
Slide 77
Monitoring & Evaluation Example: Skinner, K. Developing a
Tool to Measure Knowledge Exchange Outcomes, The Canadian Journal
of Program Evaluation Vol. 22 No. 1 Pages 4973 2014 Peter Levesque
2007-201477
Slide 78
Monitoring & Evaluation Example: Review and
Conceptualization of Impacts of Research/Creation in the Fine Arts
2014 Peter Levesque 2007-201478
Slide 79
Monitoring & Evaluation Example: VA National Center for
Patient Safety Health care Failure Mode and Effect Analysis (HFMEA)
Appendix 7 2014 Peter Levesque 2007-201479
Slide 80
Thank you Merci Final Questions and Discussion 802014 Peter
Levesque 2007-2014