1. Knowledge Mobilization in the Acute NHS Trust setting
13th March 2014
Dr Tim Doulton Director of Research & Development, Consultant Nephrologist

3. Cooksey Report, 2006

4. Knowledge Mobilization
refers to moving available knowledge (often from formal research) into active use. It involves efforts to bridge the gap between research, policy and practice in order to improve outcomes in various organizations or sectors.
involves knowledge sharing between research producers (e.g. university researchers) and research users (including professionals or others whose work can benefit from research findings), often with the help of third parties or intermediaries.

5. Producer push User pull Knowledge exchange Co-production Events
Networks
Collaborations
Shared Resources
Knowledge mobilization = proactive process involving specific efforts to build relationships between research producers & research users
Methods: producer push, user pull, knowledge exchange & co-production of knowledge

7. PARIHS Framework Evidence Facilitation Context
Successful implementation of evidence is a function of the nature and type of evidence, the qualities of the context in which the evidence is being introduced, and a process of facilitation
Adapted from Rycroft-Malone et al. 2013

8. Scientifically robust Matches professional consensus
Relevant to patient experiences/preferences (preferably based on local data)
Evidence
Facilitation
Skilled internal/external facilitation
Context
Receptive culture
Appropriate leadership
Robust monitoring & feedback systems (evaluation)
Receptive culture: decentralized decision making; focus on relationships between managers and workers; facilitative management styles
Leadership: Potential to bring about clear roles; effective teamwork; effective organisational structures. TRANSFORMATIONAL leadership (vs. command & control) – create receptive contexts and challenge individuals/teams in an enabling way
Evaluation: better = collects multiple sources of evidence of performance that feedback at individual, team & system level.
Adapted from Rycroft-Malone et al. 2013

11. Challenges in implementation of SEIK
Data governance
Persuading GPs of need
Seen as a small disease area (“much bigger fish to fry”) … but could be seen as an exemplar for other larger disease areas e.g. diabetes
Transferring to operational system
It is scalable?
It is transferrable?
How will it be funded? (soft money initially, then SHA)

12. ‘How would I have done it differently?’
More advice from those who’d been there before (… stealers vs. helpers)
More qualitative work on the ‘soft stuff’ i.e. what GPs actually wanted vs. what guidance said
Having the right team & right leaders for each part of the job
Hard funding with peer-review process
‘… will delay project but more likely to work in the end’

15. Shared Purpose Framework
EKHUFTs clinical leadership programme is focussing on developing a context that enables person-centered, safe & effective care to be delivered across the organisation.
Participants focus on:
Triangulating data (include NICE guidelines/standards; patient experience; staff wellbeing)
Becoming a transformational leader, using holistic facilitation, develop effective workplace culture
Use of systematic evaluation
Enable teams to develop ownership through engagement/involvement

16. Thank you for listening
Thanks to …
Dr Chris Farmer (Colleague & Director of IT, EKHUFT)
Prof Kim Manley (Assoc Director Transformational Research & Practice Development, EKHUFT)

17. “Winning … not about doing one thing 100% better, but about doing 100 things 1% better”
Sir Clive Woodward

18. “We do research because that’s how you get better treatment
“We do research because that’s how you get better treatment. I’d like to see that carved in stone above every hospital door”
Quote from a patient to PPI workshop
Academy of Medical Sciences Report
January 2011