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Knowledge Brokering: creating links between people for knowledge Institute for Knowledge Mobilization Facilitator: Peter Levesque 2014© Peter Levesque.

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Presentation on theme: "Knowledge Brokering: creating links between people for knowledge Institute for Knowledge Mobilization Facilitator: Peter Levesque 2014© Peter Levesque."— Presentation transcript:

1 Knowledge Brokering: creating links between people for knowledge Institute for Knowledge Mobilization Facilitator: Peter Levesque 2014© Peter Levesque 2007-20141

2 Workshop Format Facilitated discussion Hands-on activities Group discussions Case studies Videos 2© Peter Levesque 2007-20142014

3 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

4 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

5 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: peter@knowledgemobilization.netpeter@knowledgemobilization.net W: www.knowledgemobilization.netwww.knowledgemobilization.net T: @peterlevesque 2014© Peter Levesque 2007-2014

6 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

7 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

8 Is this Knowledge? 2014© Peter Levesque 2007-20148 http://vimeo.com/8665381

9 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

10 Does it look like this? 10 http://www.sohotastic.com/ 2014© Peter Levesque 2007-2014

11 Or more like this? 11 2014© Peter Levesque 2007-2014 http://www.spareroom.co.nz/2006/07/24/i-have-it-right-here//

12 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//

13 Exponential growth 13 2014© Peter Levesque 2007-2014 http://www.tgdaily.com/hardware-features/42499-digital-content-doubles-every-18-months

14 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

15 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

16 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

17 Data is: 17 Data is raw material for processing. Data relates to fact, event and transactions. 2014© Peter Levesque 2007-2014

18 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

19 Knowledge is: 19 Knowledge is result of perception and learning and reasoning. Knowledge is social. Knowledge requires relationships. 2014© Peter Levesque 2007-2014

20 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

21 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

22 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

23 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

24 24 2014© Peter Levesque 2007-2014

25 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

26 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

27 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

28 Many terms with similar meanings: A strategy to create value from knowledge 2014© Peter Levesque 2007-201428

29 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

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

31 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!

32 Roles of Knowledge Brokers: Appendix 1 322014© Peter Levesque 2007-2014

33 Roles of Knowledge Brokers 332014© Peter Levesque 2007-2014 InformingLinkingMatchmaking Focused Collaboration Strategic Collaboration Building Institutions Behaviour Change

34 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?

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

36 36 2014© Peter Levesque 2007-2014

37 Core skills of a knowledge broker Personal Attributes Evidence Gathering Skills Critical Appraisal Skills Communication Skills Mediation Skills 2014© Peter Levesque 2007-201437

38 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

39 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

40 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

41 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

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

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 other’s 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

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 “it’s a complex process? What is an expert? What are real-world settings? 442014© Peter Levesque 2007-2014

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

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

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

48 The growing role of intermediaries 482014© Peter Levesque 2007-2014

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

50 OISE/Levin Model of knowledge Mobilization 2014© Peter Levesque 2007-201450 http://www.oise.utoronto.ca/rspe/Publications_Reports_Conferences/index.html

51 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

52 KM Products KM Products KM Events KM Events KM Networks Strategy Approach (Cooper & Levin, 2010) Case 1: Education 2014© Peter Levesque 2007-201452

53 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

54 (Cooper, 2011 ) Case 1: Education 2014© Peter Levesque 2007-201454

55 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.

56 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

57 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

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

59 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

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

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

62 Other: SECI Model 2014© Peter Levesque 2007-201462 http://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/

63 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 won’t be encouraged or properly supported and can’t be evaluated.

64 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).

65 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 CANADA’S HEALTH SYSTEM

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

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

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; person’s knowledge brokering cannot do so alone SHRTN: CANADIAN KNOWLEDGE BROKERING literature review

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 people’s day jobs. (Incentives) 3.Management says they want it, but everything they do is opposed to it. (Culture) 4.The Field of Dreams trap: “Don’t assume that if you build it, they will come.” There was no incentive for anyone to invest time and energy to solve other people’s problems. (Infrastructure) 692014© Peter Levesque 2007-2014

70 Failures & Barriers 5.Expecting new technology and reengineering of processes to produce a collaborative, sharing culture, where the organization’s greatest need was not new technology but a culture modification program to prepare for a KMb initiative. (Culture) 6.Failure to understand the organization’s willingness to change and to manage people’s expectations appropriately. (Incentives) 7.No process to monitor the quality of contributions. (Management) 702014© Peter Levesque 2007-2014

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

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

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

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

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

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 49–73 2014© Peter Levesque 2007-201476

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 49–73 2014© Peter Levesque 2007-201477

78 Monitoring & Evaluation Example: Review and Conceptualization of Impacts of Research/Creation in the Fine Arts 2014© Peter Levesque 2007-201478

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

80 Thank you – Merci Final Questions and Discussion 802014© Peter Levesque 2007-2014


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