Making evidence-based practice work: The 3 key challenges

Making evidence-based practice work: The 3 key challenges


In this two part posting I will look at some new research that looks at how to make and embed evidence based practice in your organisation.

Part 1 The key challenges of evidence based practice (This Post)

What is Evidence based practice

New research

The 3 key challenges

Part 2 Solutions

Many professions have moved towards evidence-based practice over the years. The real pioneers here have been the various medical and health services around the world, but as a concept it is being increasingly used in just about every industry in the world to some extent. Indeed The Oxford Review has at its heart the support of evidence based practice by providing the current thinking, research and best practice across all industries for better organisational practice and decision-making.

What is evidence-based practice?

Evidence based practice is the “Conscientious, conscious and judicious use of current best evidence in making decisions”. In other words using the best and latest evidence from systematic and valid research integrated with experience from practice. This means that practitioners are up-to-date with and use the latest research evidence and practice from around the world to make better decisions and implement better solutions. This sentence is too long!

New research
A paper just released yesterday by a team of practitioners and researchers from a series of universities in Norway and Canada, including the Centre for Evidence-Based Practice at Bergen University College in Norway, reports on a study they conducted looking at a wide range of strategies for the implementation of evidence based practice to see what are the critical factors for success.

The 3 key challenges
The researchers identified a series of core or key challenges for anyone who wants to implement and make a success of evidence based practice:

  1. The first and main key challenge they identified was creating an interest in evidence-based practice in the organisation. This usually happens when people realise there is good evidence out there to help them make better decisions and then experience the benefit of this.
  2. The second issue is developing a practical and working understanding of how to go about evidence based practice. This is often a training then coaching then mentoring exercise.
  3. The third challenge is supporting evidence-based practice on an ongoing basis.

Part 2 Solutions

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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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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