Table 3 Health professional perspectives on what supports knowledge mobilization

THEME 1:

Leaders champion and motivate teams

Clear identification and recognition of who was leader

One thing that I found really helpful is having one person being the lead. That way there's inputs from multiple people, but it's recognized that that one person is kind of responsible for moving things along. [9411]

Leaders as champions who bring enthusiasm and skill to their team

Our nurse practitioner really was very enthusiastic and involved in a broad variety of initiatives across the hospital with both acute pain and chronic pain. And so I think some of her enthusiasm and her skill set really rubbed off on the rest of us as well. [4304]

Providing support to all team members

I think there should be some real-time feedback…sending out to staff, saying, “Okay, you know, last month we had five percent of kids get topical with their needle pokes. And this month we got 20 percent. Good job. We're aiming for 50.”…So then they're like, “Oh, okay, wow, this is making a difference.” [7949]

THEME 2:

Context matters

Taking a “bottom up” or partner-informed approach to KM activities

…If you have emerging leaders that can feel like they're a part of a change and really have those ties to it, and can be the ones recognizing the barriers, but then coming up with strategies to address them, too. …I think we’d see more implementation and we would see better uptake if that's the case. [6122]

Identify and address the practical needs of KM partners

That's a classic for staff nurses. Like they want them to contribute to a thing, and it's on their own time. Or during their 12-h shift that they have to stay after or go on their lunch. So that's another way to value them, is, you know, just ensuring that that those kinds of things are there—renumeration, you know, that you're actually given a time where you're not also working. [7949]

Gaining insight from multiple team members

…It's feeling comfortable being able to present those ideas… And then from there, we'll make decisions not based on necessarily hierarchy or position, but whether it will best suit the needs of the kids. [9411]

THEME 3:

Investment in relationships with common values

Developing and leveraging relationships

Everything starts off with relationships, right? And so I think the more relationships that you have that are strong, the more likely you are to be able to get somebody on side and be willing to sway their network of people that exist for them, or to sway their entire organization. [0325]

Investing in existing relationships to develop new connections

Stakeholder investment is certainly important. So you know, when we launched the survey… we made sure to have our nurse manager is on our committee because she's well-connected within the clinical leader groups at the [hospital]. [6367]

Establishing shared values among partners

…We need to start off by ensuring that we've got similar value sets. Meaning that, you know, are we going to prioritize telling every inch of the truth, which can sometimes be hurtful or harmful? Or are we going to prioritize the well-being of the child and family? … I think it's really important that the team all be on the same page about what the game plan is going to be. And I think that's based on our values. [0325]

Respect for partners’ unique perspectives

Like there has to be that kind of mutual respect and understanding of each person's clinical role, kind of what they bring to the table. Because each of us is going to have a different approach to how we're dealing with pain, and kind of how we're dealing with anxiety and education. [8955]

THEME 4:

Knowledge mobilization initiatives need decision maker support

Funding and decision maker support for implementing initiatives

For example, it would be my goal to, as an organization…[to] receive ChildKind certification. That we would be able to kind of show the community that we have made a commitment to children's pain, and these are the ways. [6122]

Funding and policy support determines the feasibility of a KM initiative

The pediatric working group with the Ministry of Health that I was involved in, it was totally guided by the current minister who took chronic pain on as a project. … So the only reason that got off the ground is because that current minister said, “Make this so.” …Policy priorities, funding priorities. That led to funding of our program. That helped us implement evidence-based care that we couldn't before. [7949]