Making evidence-based practice work. Part 2 – solutions

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Making evidence-based practice work. Part 2 – solutions
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This post follows on from the previous post Making evidence-based practice work: The 3 key challenges

In this post I will look at what the research findings are: evidence-based solutions

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Solutions

The researchers discovered that there are two primary pre-requisites for successful implementation of evidence-based practice: evidence-based solutions.

Primary pre-requisites for successful implementation of evidence-based practice

Management involvement

The first is management involvement in the whole process. This is in line with a whole slew of studies highlighting the key role middle managers play in innovation and change in organisations. Where organisations have failed (Kodak, Polaroid, Nokia, etc.) time and time again it has been shown that the perspective and lack of agility and ability of the middle managers have been central to the failure. Aligned managers, particularly middle managers hold the key to successful implementation and evidence-based solutions.

Providing relevant and understandable evidence

Secondly, the researchers found that providing access to relevant and understandable evidence (research) about practice and findings that inform decisions was a major pre-requisite for success.

This second issue of providing relevant and understandable evidence is easier in clinical situations where practice, in hospitals and healthcare for example, is usually closely associated with universities and academics. Outside of this it is important to find a reliable source that makes the latest thinking and research accessible and practically relevant.

Finding relevant and understandable evidence

The Oxford Review is an example of one of those sources of reliable, up-to-date, relevant, actionable and understandable evidence for consultants, coaches, leaders, managers, L&D, OD and HR practitioners. Indeed The Oxford Review is aimed at just this -enhancing evidence based practice; the foundation of every professionals work. Find your evidence-based solutions …

References – Provided for members only

 

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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