Applying systems thinking to knowledge mobilisation in public health

被引:45
作者
Haynes, Abby [1 ,2 ,3 ]
Rychetnik, Lucie [1 ,4 ,5 ]
Finegood, Diane [6 ,7 ]
Irving, Michelle [1 ,2 ]
Freebairn, Louise [1 ,8 ]
Hawe, Penelope [1 ,2 ,9 ]
机构
[1] Australian Prevent Partnership Ctr, Sydney, NSW, Australia
[2] Univ Sydney, Menzies Ctr Hlth Policy, Sydney, NSW, Australia
[3] Univ Sydney, Inst Musculoskeletal Hlth, Sch Publ Hlth, POB M179,Missenden Rd, Camperdown, NSW 2050, Australia
[4] Univ Sydney, Sch Publ Hlth, Sydney, NSW, Australia
[5] Univ Notre Dame Australia, Sch Med, Sydney, NSW, Australia
[6] Simon Fraser Univ, Morris J Wosk Ctr Dialogue, Vancouver, BC, Canada
[7] Simon Fraser Univ, Dept Biomed Physiol & Kinesiol, Vancouver, BC, Canada
[8] ACT Govt, ACT Hlth Directorate, Canberra, ACT, Australia
[9] Univ Calgary, OBrien Inst Publ Hlth, Calgary, AB, Canada
基金
英国医学研究理事会; 澳大利亚国家健康与医学研究理事会;
关键词
Systems thinking; Knowledge mobilisation; Public health; Policy-making; EVIDENCE-BASED POLICY; COMPLEXITY SCIENCE; SURVEYING STAKEHOLDERS; TRANSLATIONAL RESEARCH; REGIONAL PERSPECTIVE; OBESITY PREVENTION; POPULATION HEALTH; CARE; FRAMEWORK; IMPROVE;
D O I
10.1186/s12961-020-00600-1
中图分类号
R19 [保健组织与事业(卫生事业管理)];
学科分类号
摘要
Context Knowledge mobilisation (KM) is a vital strategy in efforts to improve public health policy and practice. Linear models describing knowledge transfer and translation have moved towards multi-directional and complexity-attuned approaches where knowledge is produced and becomes meaningful through social processes. There are calls for systems approaches to KM but little guidance on how this can be operationalised. This paper describes the contribution that systems thinking can make to KM and provides guidance about how to put it into action. Methods We apply a model of systems thinking (which focuses on leveraging change in complex systems) to eight KM practices empirically identified by others. We describe how these models interact and draw out some key learnings for applying systems thinking practically to KM in public health policy and practice. Examples of empirical studies, tools and targeted strategies are provided. Findings Systems thinking can enhance and fundamentally transform KM. It upholds a pluralistic view of knowledge as informed by multiple parts of the system and reconstituted through use. Mobilisation is conceived as a situated, non-prescriptive and potentially destabilising practice, no longer conceptualised as a discrete piece of work within wider efforts to strengthen public health but as integral to and in continual dialogue with those efforts. A systems approach to KM relies on contextual understanding, collaborative practices, addressing power imbalances and adaptive learning that responds to changing interactions between mobilisation activities and context. Conclusion Systems thinking offers valuable perspectives, tools and strategies to better understand complex problems in their settings and for strengthening KM practice. We make four suggestions for further developing empirical evidence and debate about how systems thinking can enhance our capacity to mobilise knowledge for solving complex problems - (1) be specific about what is meant by 'systems thinking', (2) describe counterfactual KM scenarios so the added value of systems thinking is clearer, (3) widen conceptualisations of impact when evaluating KM, and (4) use methods that can track how and where knowledge is mobilised in complex systems.
引用
收藏
页数:19
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