There may be unintended consequences associated with the application of research knowledge. They may unfold with a ripple effect, affecting other processes and outcomes. Sustained monitoring of the use of the research knowledge may help to bring potential adverse consequences to light.
Application of Graham’s Knowledge-to-Action Process model in occupational therapy.
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When using the Knowledge to Action Process model to effect an evidence-based change (e.g., in a clinical practice), it is important to determine whether the desired practice changes have become sustainable. One way to track this is to administer a practice standards interview.
Applying the Graham Knowledge to Action Process model in stroke rehabilitation.
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When using the Knowledge to Action Process model to effect an evidence-based change (e.g., in a clinical practice), it is important to monitor how the knowledge is being used, and whether the desired practice changes are being adopted. One way to assess this is to re-administer the survey that was used in the problem identification phase.
Applying the Graham Knowledge to Action Process model in stroke rehabilitation.
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One of the factors that is associated with productive knowledge management (knowledge translation) is that knowledge replication is related to knowledge protection. Knowledge replication is the capacity to identify the attributes of the knowledge that are replicable, how these attributes can be recreated, and the characteristics of the contexts in which they can be replicated successfully. Let’s use the example of replicating practice templates or guidelines. Often, in each new organizational context there are differences between the attributes of the knowledge and the context of the action and decisions described in the templates and guidelines. The knowledge that is shared rarely covers every possible local need. The many idiosyncratic features of the local context make precise replication of templates and guidelines difficult. Knowledge replication should be guided by the attributes of the local context.
Literature review and conceptual framework development.
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One of the factors that is associated with productive knowledge management (knowledge translation) is the presence of internal knowledge mapping and external knowledge acquisition capabilities, which complement each other. Internal knowledge mapping enables an organization to become aware of, and understand what it knows. Knowledge mapping helps an organization to identify knowledge gaps, which may be resolved by internal knowledge creation and/or external knowledge retrieval. External knowledge acquisition enables an organization to identify new sources of knowledge. Skills that are critical to effective knowledge mapping and knowledge acquisition include locating, accessing, valuing and filtering pertinent knowledge; extracting, collecting, distilling, refining, interpreting, packaging and transforming the captured knowledge into usable knowledge; and transferring the usable knowledge within the organization for subsequent use in decision-making or problem solving.
Literature review and conceptual framework development.
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