InnovationSome plausible causes of <strong>the</strong> know-do gapLimited access <strong>to</strong> information, technology <strong>and</strong> medicines (digital divide,intellectual property rights, patents)Ignorance of evidence-based problem-solving <strong>and</strong> learning approaches in<strong>health</strong> (including lack of learning from development projects due <strong>to</strong>structure of aid process)Lack of need-driven research, particularly in developing countriesLack of ownership of knowledge by potential “users”/“adopters”Lack of creation/exploitation of knowledge from practice (evaluation,continuous improvement)Slow diffusion of innovation or scale upSome ongoing efforts <strong>to</strong> address <strong>the</strong> causesMedline, Health InterNetwork Access <strong>to</strong> Research Initiative (HINARI), Healthinformation network (HifNet), Iowa University, Global Health Library,specialized libraries & portals (Maternal <strong>and</strong> Child Health (MCH), AIDS),Google scholar, virtual <strong>health</strong> libraries <strong>and</strong> o<strong>the</strong>r country initiatives, DigitalSolidarity FundInternational Network of Clinical Epidemiology (INCLEN), Cochranecollaboration, Cambell collaboration, UK NICE, guidelines <strong>and</strong> courses byprofessional associations, Health Evidence Network, EVIPNETs, etc.National Institutes of Health (country priorities), Council on Health Researchfor Development (COHRED), Global Forum for Health Research, WHO SpecialProgramme on Research <strong>and</strong> Tropical Diseases (TDR), specializedinitiatives, including new Public-Private Partnerships in Research &Development for diseases of povertySuccessful immunization campaigns, <strong>to</strong>bacco-free inititatives, <strong>social</strong>entrepreneurship, knowledge brokering (Canada, Ne<strong>the</strong>rl<strong>and</strong>s)Institute for Health Care Improvement (IHI), Bangladesh RehabilitationAssistance Committee (BRAC), Management Sciences for Health (MSH),Tanzania Essential Health Interventions Project (TEHIP)Strategic advocacy (Médecins Sans Frontières), <strong>social</strong> marketing (Greenstar-Pakistan-based <strong>social</strong> marketing organization), <strong>social</strong> entrepreneurship(BRAC, Ashoka Fellows)Table 1: Some causes of <strong>the</strong> know-do gap <strong>and</strong> ongoing efforts <strong>to</strong> address <strong>the</strong>mFrequent sources of knowledge✜ Scientific <strong>and</strong> informal research (new or not)✜ Surveillance systems✜ Project moni<strong>to</strong>ring <strong>and</strong> evaluation✜ Practical experience✜ His<strong>to</strong>rical or news facts✜ O<strong>the</strong>rsLayers for knowledge-based activities in <strong>health</strong>✜ Policy work✜ Institutional management✜ Technology/R&D✜ Clinical service provision✜ Community enterprises✜ Individual behaviour(<strong>health</strong>y lifestyle, adherence)✜ O<strong>the</strong>rsSelect mechanisms or “schools” for KT✜ Utilization research✜ Operational & action research✜ Evidence-based guidelines✜ Knowledge brokers, sages✜ Implementation science✜ Strategic planning & management✜ Continuous improvement✜ Social entrepreneurshipTable 2: Frequent sources <strong>and</strong> types of knowledge <strong>and</strong> select mechanisms for KTKnowledge TranslationThe importance of Knowledge Translation (KT) is its potential<strong>to</strong> bridge <strong>the</strong> know-do gap, <strong>the</strong> gap between what is known<strong>and</strong> what gets done in practice. This gap between knowledge<strong>and</strong> its application is not new, but <strong>to</strong>day systematicapproaches <strong>to</strong> address it are urgently needed 13 .KT is being developed at a time when unprecedentedglobal investments in <strong>health</strong> research have generated a vastpool of knowledge that is underused <strong>and</strong> not translatedrapidly enough in<strong>to</strong> new or improved <strong>health</strong> policies,products, services <strong>and</strong> outcomes. KT comes at a time where<strong>the</strong> gap between what is known <strong>and</strong> what gets done (<strong>the</strong>know-do gap) is highlighted by shortfalls in equity (e.g.Millennium Development Goals) <strong>and</strong> quality (e.g. patientsafety movement) in <strong>health</strong> services 14 . However, we witnessa limited interpretation of KT as a linear transaction betweenresearch “producers” <strong>and</strong> “users” trading knowledge as acommodity. Knowledge can be created without science <strong>and</strong>KT is not research; it moves from responding <strong>to</strong> curiosity <strong>to</strong>focusing on purpose <strong>and</strong> problem-solving. It is defined as “<strong>the</strong>syn<strong>the</strong>sis, exchange <strong>and</strong> application of knowledge by relevantstakeholders <strong>to</strong> accelerate <strong>the</strong> benefits of global <strong>and</strong> localinnovation in streng<strong>the</strong>ning <strong>health</strong> systems <strong>and</strong> improvingpeople’s <strong>health</strong>” 15 . More concretely, KT is about creating,transferring <strong>and</strong> transforming knowledge from one <strong>social</strong> ororganizational unit <strong>to</strong> ano<strong>the</strong>r in a value-creating chain – acomplex interactive process that depends on human beings<strong>and</strong> <strong>the</strong>ir context.Knowledge Translation is a cross-cutting, non-linearprocess that involves not only recent research findings butalso knowledge that is created from <strong>the</strong> dynamic interactionof people who come <strong>to</strong>ge<strong>the</strong>r <strong>to</strong> solve public <strong>health</strong> problems,<strong>to</strong> learn <strong>and</strong> ultimately <strong>to</strong> drive productive change. Attentionshould be given <strong>to</strong> <strong>the</strong> knowledge itself, but even more so <strong>to</strong><strong>the</strong> purpose, people <strong>and</strong> processes involved. The processesfrom knowledge generation <strong>to</strong> application are complex <strong>and</strong>influenced by fac<strong>to</strong>rs including local context (where practicetakes place), <strong>and</strong> <strong>the</strong> perceived relevance of knowledge thatis enhanced when owned by relevant stakeholders.Translating knowledge in<strong>to</strong> new or improved <strong>health</strong>policies, services <strong>and</strong> outcomes requires a clearunderst<strong>and</strong>ing of <strong>the</strong> characteristics of this process, <strong>the</strong> waysit can be used, <strong>the</strong> conditions governing it, <strong>and</strong> criteria <strong>to</strong>assess its impact.When addressing issues related <strong>to</strong> KT, technical expertshave <strong>the</strong> inclination <strong>to</strong> depend almost exclusively on encodedGlobal Forum Update on Research for Health Volume 4 ✜ 105
Innovationknowledge – <strong>the</strong> “know what”. The realm of biotechnologyresearchers <strong>and</strong> evidence-based medicine is dominated by<strong>the</strong> intensive use of encoded knowledge. By comparison,practitioners in <strong>the</strong> <strong>health</strong> professions, policy-makers <strong>and</strong>managers of <strong>health</strong> service organizations rely on <strong>the</strong> use ofcomplementary types of knowledge in a context whereencoded research knowledge does not usually dominate. Weacknowledge that scientifically generated knowledge enjoys<strong>the</strong> highest degree of generalizability <strong>and</strong> potential for radicalinnovations 16 , however, some phenomena do not lend<strong>the</strong>mselves well <strong>to</strong> systematic research.The lesson <strong>to</strong> derive from <strong>the</strong> examination of <strong>the</strong> types ofknowledge is that sound decisions <strong>and</strong> sound professionalpractices must be based on multiple types <strong>and</strong> pieces ofknowledge that bring complementary contributions <strong>to</strong>problem-solving in a progressive, Bayesian way 17 . Varioussources of knowledge, besides that from research, are neededby various users who range from policy-makers, <strong>to</strong>practitioners, <strong>to</strong> managers <strong>and</strong> communities. The processesfrom generation <strong>to</strong> utilization of knowledge (value chains) is<strong>the</strong>refore dependent on <strong>the</strong> purpose <strong>and</strong> on who <strong>the</strong>stakeholders might be.Different types of knowledge are especially important <strong>to</strong>perform a particular task <strong>and</strong> solve problems <strong>and</strong> managechange in unique, complex or uncertain circumstances.Moving from KT conceptual framework <strong>to</strong> <strong>the</strong>knowledge value chainKnowledge should be used as a resource adding value in<strong>to</strong><strong>the</strong> activities undertaken in <strong>the</strong> production <strong>and</strong> deliveryprocesses of <strong>health</strong> service organizations. In <strong>the</strong> managementliterature, this idea of value creation is often approachedthrough <strong>the</strong> concept of knowledge value chain (KVC) fromstrategic planning <strong>to</strong> implementation.From an organizational perspective, <strong>the</strong> KVC is <strong>the</strong> set ofknowledge creating activities <strong>to</strong> move from concept up <strong>to</strong> <strong>the</strong>production of new or improved products <strong>and</strong> servicesdelivering added value for clients. While some variation isexpected for different problems or settings, we propose that<strong>the</strong> knowledge value chain consists of five activitiesinterrelated by multiple feedback loops from knowledgeexploration <strong>to</strong> exploitation: acquisition, creation, sharing/dissemination, utilization/application, <strong>and</strong> performanceassessment/innovations 18 . In turn, each activity is supportedby specific <strong>to</strong>ols <strong>and</strong> specific tactics. The mission, vision,goals <strong>and</strong> strategies of an organization or <strong>social</strong> enterprisedrive <strong>the</strong> KVC. The higher <strong>the</strong> knowledge performance related<strong>to</strong> acquisition, creation, sharing, <strong>and</strong> use, <strong>the</strong> higher <strong>the</strong> valuegenerated for key stakeholders along <strong>the</strong> value chain. Value iscreated by managing interactions between <strong>the</strong> strategic,operational <strong>and</strong> tactical levels of <strong>the</strong> KVC as well as between<strong>the</strong> different activities of <strong>the</strong> KVC. This dynamic processgenerates feedback loops that amplify or attenuate <strong>the</strong>knowledge conversion flows depending on key drivers(motivation <strong>and</strong> incentives) <strong>and</strong> local context <strong>and</strong> largerhis<strong>to</strong>rical forces.Value chains start <strong>and</strong> end with a purpose, <strong>to</strong> solve aproblem <strong>and</strong> create value through <strong>the</strong> delivery of key services<strong>and</strong> products by orchestrating <strong>and</strong> navigating <strong>social</strong> <strong>and</strong>organizational processes involving motivation, strategy <strong>and</strong>incentives. The research <strong>to</strong> policy value chain (transferexchange-utilization)is complex but <strong>the</strong>re is someexperimentation. Diffusion of innovation in clinical practice iswell established although <strong>the</strong>re is room for improvement. Thepharmaceutical R&D value chain is one of <strong>the</strong> most evolved<strong>and</strong> one <strong>to</strong> learn from. Community interventions, on <strong>the</strong> o<strong>the</strong>rh<strong>and</strong>, require major development. Paradoxically, this is <strong>the</strong>area where private sec<strong>to</strong>r has valuable experience inmarketing a product or service. Nonprofit, <strong>social</strong>entrepreneurship thus has lots of potential where governmentservices <strong>and</strong> market alone fall short.Research needsKnowledge Translation has <strong>the</strong> potential <strong>to</strong> bridge <strong>the</strong> knowdogap. The field is a growing one with scarce literature,although a new journal of implementation science has beenlaunched recently. WHO, countries <strong>and</strong> <strong>the</strong> global communitycould be fur<strong>the</strong>r engaged in efforts <strong>to</strong> address <strong>the</strong> know-dogap through research on KT. There is yet no agreedconceptual framework <strong>and</strong> a lack of a general learningplatform <strong>to</strong> develop <strong>and</strong> spread good practices. Fundingsystems are not supportive <strong>and</strong> evaluation <strong>and</strong> accountabilitysystems are not aligned.The following are among <strong>the</strong> research <strong>to</strong>pics/questions thatwill contribute <strong>to</strong> development of KT.✜ Evidence on impact of evidence-based approaches.✜ Evidence on impact of interactive approaches, includingdem<strong>and</strong>-driven models.✜ Increase general knowledge of what works <strong>and</strong> how –what key fac<strong>to</strong>rs contribute <strong>to</strong> success s<strong>to</strong>ries (aforthcoming issue of <strong>the</strong> Bulletin is devoted <strong>to</strong> KT <strong>and</strong>should contribute <strong>to</strong> this issue).✜ Increase underst<strong>and</strong>ing of <strong>the</strong> processes, includingdiffusion of innovation from knowledge generation <strong>to</strong> itsapplication-value chains.✜ National <strong>and</strong> global assessments of <strong>the</strong> knowledgeenterprise for <strong>health</strong>.There is no clear picture of <strong>the</strong> knowledge systems in<strong>health</strong> in countries, <strong>and</strong> thus, a global assessment ofknowledge for <strong>health</strong> is needed in order <strong>to</strong> l<strong>and</strong>scape <strong>the</strong> stateof KT in countries <strong>and</strong> <strong>the</strong> international space. Suchassessment could highlight <strong>the</strong> importance of KT in countries,identify <strong>and</strong> engage new partners, identify needs <strong>and</strong>priorities for action in Member States, draw comparativelessons <strong>and</strong> derive best practices, <strong>and</strong> inform a baseline <strong>to</strong>moni<strong>to</strong>r impact <strong>and</strong> progress over time. ❏Ariel Pablos-Méndez joined <strong>the</strong> Rockefeller Foundation asManaging Direc<strong>to</strong>r in April 2007. He is an Associate Professor ofMedicine <strong>and</strong> Public Health at Columbia University in New York.Previously, Dr Pablos-Méndez served as <strong>the</strong> Direc<strong>to</strong>r ofKnowledge Management & Sharing at <strong>the</strong> World HealthOrganization (WHO) in Geneva, working <strong>to</strong> help bridge <strong>the</strong> knowdogap in public <strong>health</strong> <strong>and</strong> advancing <strong>the</strong> field of e-<strong>health</strong>.Dr Pablos-Méndez has returned <strong>to</strong> <strong>the</strong> Rockefeller Foundation,106 ✜ Global Forum Update on Research for Health Volume 4