Hard grafting: applied learning on the work needed to get organisational research used by healthcare managers

Abstract

Much evidence has been published on getting research used in the health service. This focuses particularly on clinical research for doctors, nurses and therapists. Less attention is given to organisational research for managers. And yet this evidence is complex, context dependent and difficult to translate into action. Hard graft is needed by researchers and managers to transform research into evidence which is valued and useful.

But this work is often invisible. It does not feature in existing knowledge translation evidence which can be highly theoretical and abstract. Practical learning often remains locked in bodies with limited lifespans. My updated literature review confirms the gap in articulating and assessing specific activities of curating, packaging, translating, targeting and mobilising evidence by and for managers.

My outputs provide description and analysis of the hard graft by researchers, managers and intermediary bodies to get knowledge used. These granular accounts include a book for researchers on presenting findings to optimise use and a chapter and two articles for managers on applying research to decision problems. A further two articles assess attempts by intermediary bodies to maximise research use through new outputs, processes and linkage and exchange activities.

The steps needed to translate research into usable information were often clearer in older linear models overtaken by more sophisticated iterative and systemic theories. There is a `third way’ recognising complex knowledge environments but focusing on specific skills and activities of different agents at critical junctures. My publications indicate what `good enough’ evidence work looks like for managers, researchers and intermediaries. This is achieved through reflexive accounts, fusing hybrid theoretical knowledge with applied learning and worked examples of organisational research in management contexts. Further actions include strengthening strategic communication skills for researchers and critical appraisal training for managers, with funders rewarding impact processes rather than outcomes.

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Identifiers

ORCID for Simon Fraser: orcid.org/0000-0002-4172-4406

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