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WORKING TOGETHER
FOR HEALTHY BRAINS

Introduction to Knowledge Translation
Anneliese Poetz, PhD – Manager, KT Core
NeuroDevNet
Saturday September 28, 2013

www.neurodevnet.ca
Presentation Overview
1. What is Knowledge Translation (KT)?
2. Common characteristics of various knowledge 
translation models
3. Other considerations when doing KT
4.   Relationship‐based Model for KT
5.   NeuroDevNet KT Core Services
1. What is Knowledge Translation?
Knowledge Translation (KT)
Otherwise known as:
‐ Knowledge Translation and Exchange (KTE)
‐ Knowledge Transfer Exchange and Exploitation 
(KTEE)
‐ Knowledge Synthesis Transfer and Exchange 
(KSTE)
‐ Knowledge Mobilization (KMb)
Knowledge Translation
Knowledge Transfer vs. Knowledge Translation
Knowledge transfer: Embraced by the evidence‐based medicine 
movement
One‐dimensional communication of knowledge

•
•

The Push where researchers actively disseminate their research
The Pull where the needs of knowledge users contribute to 
moving knowledge into action

new knowledge
or evidence
(improved outcome)
But in reality…
new knowledge
or evidence

social

environmental
ethical
political

organizational
legal

(improved outcome)
CIHR’s Definition of 
Knowledge Translation
... 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.
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.
CIHR KT Process: Dissemination
•

Identifying the appropriate audience and tailoring the message
and medium to the audience

•

Dissemination activities may include:
- Summaries for/briefings to stakeholders
- Educational sessions with patients, practitioners and/or 
policy makers
- Engaging knowledge users in developing and executing 
dissemination/implementation plan, tools creation, and 
media engagement
CIHR KT Process: Exchange
•
•

Collaborative problem‐solving
Interaction between the knowledge user and the 
researcher, resulting in mutual learning through the 
process of planning, producing, dissemination, and 
applying existing or new research in decision‐making
CIHR KT Process: Application
•
•

Iterative process through which knowledge is put into practice
Ethically‐sound application of knowledge needs to be consistent 
with ethical principles and norms, social values, as well as legal 
and regulatory frameworks

•

Keep in mind: principles, values and laws can compete 
among one another at any given point in time

Evaluation and monitoring of KT initiatives, processes, and 
activities are key components of the KT process.
CIHR’s Knowledge to Action Model
Two Types of KT at CIHR
1)  End‐of‐grant KT

•

The researcher develops and implements a plan for making 
knowledge users aware of the knowledge that was gained during a 
project.

•

Typical dissemination and communication activities: KT to peers, 
e.g. conference presentation and publications in peer‐reviewed 
journals.

•

More intensive dissemination activities: summary briefings to 
stakeholders, interactive educational sessions with patients, 
practitioners and/or policy makers, media engagement, or the use 
of knowledge brokers.

•

The commercialization of scientific discoveries is another form of 
end of grant KT.
Two Types of KT at CIHR (Cont’d)
2)  Integrated KT (IKT)

•

Stakeholders or potential research knowledge users are engaged 
to shape the research process. 

-

Determine the research questions
Decide on the methodology
Be involved in data collection and tools development
Interpret the findings
Help disseminate research results 

•

IKT = collaborative research, action‐oriented research, co‐
production of knowledge

•

IKT should produce research findings that are more likely be 
relevant to and used by the end users.
2. Common Characteristics of  
Knowledge Translation Models
Common Characteristics 
of KT models
•

Inclusive conceptualization of knowledge
‐ Both research evidence and practical tacit knowledge should 
be considered, and included where possible.

•

Stakeholder engagement
‐ Where possible, through the entire process from knowledge 
generation (research), synthesis, dissemination and exchange

•

Interactions across jurisdiction or sectors
Common Characteristics (cont’d)
•

Communication (and also risk communication)
‐ Tailor your message and medium to the intended audience 
(knowledge user)

•

Context is VERY important!
‐ Be aware of the social, legal, environmental, ethical, political 
and organizational factors that influences knowledge 
utilization
‐ Important to engage stakeholders who know best!
3. Other considerations when doing KT
Other considerations for KT
•

Knowledge produced varies greatly in terms of its readiness for 
utilization. 

‐ E.g. Knowledge emerged from basic research will likely require 
further research before they can be considered for adoption and 
application.

•

There is often a disconnect between education institutions and 
knowledge users in their attitude toward generation of knowledge.

- For most human activities, knowledge must be used before there 
are economic and social returns. Whereas the act of generating 
new knowledge in academic environments is deemed to be a 
worthwhile cultural activity, even if the knowledge is not 
immediately useful.

- Implications on messages to the audience
4. Relationship‐based model for KT
How high is the cliff?
Relationship building

Poetz,A. (2012).  “Risk is a social thing, not just a mathematical thing:” a model for stakeholder 
engagement in decision making. Risk, Hazards and Crisis in Public Policy.  3(2): Article 4
Perception of Risk
• “Perception is reality”
• Higher risk perception = higher potential for 
conflict
• Lower level of understanding = higher risk 
perception
• Poor quality relationship = lower trust 
• Lower trust = higher risk perception
Potential for Conflict
• Poor/non‐effective communication = high 
potential for conflict
• Collaboration = type of conflict mgmt
Types:
‐ Can be positive or negative
‐ Avoidance (withdraw from the relationship)
‐ Competition (my info is more ‘right’)
Communication
•
•
•
•

Effective vs. ineffective
Verbal vs. non‐verbal
“listening” is also part of “communication”
Source of information more important
Understanding
•
•
•
•

Comes from effective communication
Not to be confused with ‘knowledge’
Misunderstanding = higher risk perception
Misunderstanding = higher conflict potential
Relationship = bridge to KT
• Three key components: 
– Trust
– Relationship commitment
– Communication

• KT measured as:
– Willingness of firms to share information with 
other firms
Ramasamy, B, K.W. Goh, M.C.H. Yeung. (2006).  Is Guanxi (relationship) a bridge to knowledge transfer? Journal of Business Research.  59: 130‐139.
“Guanxi is all about the cultivation of long‐term personal relationships.” p.132
Relationship = bridge to KT
trust =      KT
communication =      KT
Some interaction effects between trust, relationship 
commitment, and communication on KT
Ramasamy, B, K.W. Goh, M.C.H. Yeung. (2006).  Is Guanxi (relationship) a bridge to knowledge transfer? Journal of Business Research.  59: 130‐139.
KT occurs within a ‘system’
new knowledge
or evidence

environmental
social

ethical
political

organizational
legal

(improved outcome)
Using SM for KT…it’s all about the “E”
“…use social media to engage in a 
conversation, not only to “pass down” 
information.”
“…opportunity for health professionals to 
explore, listen and engage.”
McNab, C. (2009). What social media offers to health professionals and citizens. Bull World Health Organ. 87: 566.
Limitations of SM
“…the establishment of a level of trust required 
to facilitate the exchange of knowledge also 
favours co‐presence and co‐location.”
“…technologically facilitated communication 
cannot at present replace the direct face‐to‐
face contact that is often a prerequisite for the 
successful transfer of tacit knowledge.”
Roberts, J. (2010).  From know‐how to show‐how? Questioning the role of information and communication technologies in knowledge transfer.  Technology 
Analysis & Strategic Management.  12:4, 429‐443.
What SM can do for NeuroDevNet
• Expanding our reach:
– Dissemination
– Connecting with 
practitioners/policymakers/community groups etc.

• Greater participation/engagement:
– Listening for gaps/needs
– Exchange/feedback
5. NeuroDevNet KT Core Services
Knowledge Translation Services
“KT helps to maximize the impact of research 
and training in neurodevelopmental disorders.”
Knowledge Translation Services
Knowledge Brokering:
• Collaborations: NeuroDevNet researchers, 
partners from the public, private, non‐profit 
and practitioner sectors
• development of NeuroDevNet corporate 
networks (CoBD)
• support KT planning
Knowledge Translation Services
Support for KT Events:
• event planning tools & 
support to NDN 
researchers, trainees and 
partners (including 
decision‐makers)
• input and support to NDN 
events (e.g. annual Brain 
Development Conference)
Knowledge Translation Services
Support for KT Products:
• draft clear language research summaries
• support social media strategies
• assist NDN researchers, students and partner 
organizations with videos 
and arts 
based KT
Knowledge Translation Services
KT Capacity Building:
• KT training in person and online
• identify, assess and adapt KT tools to 
NeuroDevNet needs
Knowledge Translation Services
KT Evaluation Framework:
• develop evaluation framework for KT
• develop KT success stories
Training/Capacity Building

Expose

• Students and research staff to the full‐spectrum 
of neurosciences research incl. ethics, 
informatics, commercialization…

Enable

• them to establish and develop effective 
research collaborations…

Equip

• students and research staff with skills to 
transfer research findings into tangible health, 
social and economic benefits for Canadians
5. Key Points
• Develop relationships & trust with those you 
envision using your research
• Ongoing & effective communication
• Not just “push” of information, but “listening”
• Ask KT Core for advice/tools
WORKING TOGETHER
FOR HEALTHY BRAINS

Anneliese Poetz, PhD
Manager – KT Core
apoetz@yorku.ca
416.736.2100 x44310
www.neurodevnet.ca

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