Knowledge translation and improving practices in neurological rehabilitation: managers' viewpoint

Authors

  • Anik Girard OT MSc,

    1. Clinician, Institut de Réadaptation Gingras-Lindsay de Montréal, Centre for Interdisciplinary Research in Rehabilitation of Greater Montreal (CRIR), Montreal, Canada
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  • Annie Rochette OT PhD,

    Corresponding author
    1. Researcher, Centre for Interdisciplinary Research in Rehabilitation of Greater Montreal (CRIR), Montreal, Canada and Professor, Occupational Therapy Program, School of Rehabilitation, Faculty of Medicine, Université de Montréal, Canada
      Dr Annie Rochette, School of Rehabilitation, Université de Montréal, C.P. 6128, Succursale Centre-Ville, Montréal, Québec H3C 3J7, Canada. E-mail: annie.rochette@umontreal.ca
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  • Barbara Fillion OT BSc

    1. Master Student and Research Assistant, Centre for Interdisciplinary Research in Rehabilitation of Greater Montreal (CRIR), Montreal, Canada
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Dr Annie Rochette, School of Rehabilitation, Université de Montréal, C.P. 6128, Succursale Centre-Ville, Montréal, Québec H3C 3J7, Canada. E-mail: annie.rochette@umontreal.ca

Abstract

Background  Studies in neurological rehabilitation have been undertaken in recent years to improve knowledge transfer. The manager is an important player in the health care system, yet few studies have examined their role in knowledge transfer. The main objective was to explore the importance of knowledge transfer and improving practices from the viewpoint of managers of neurological rehabilitation programs.

Methods  An exploratory qualitative research design was used. Three case studies were conducted by way of semi-structured one-on-one interviews with neurological rehabilitation program managers. To be eligible, managers had to give their informed consent and have had responsibilities directly related to the coordination of clinicians working in neurological rehabilitation for at least a year. Data collected were recorded and transcribed. Each interview was synthesized and its content was carefully analysed.

Results  The three managers' experience in neurology varied from a year to several decades. They believe that knowledge transfer is important but it appears to be less of a priority because of their numerous other responsibilities. Participants said they perceived their role in this process as being a coach, facilitator, motivator, organizer, guide and ambassador. They mentioned reacting to the needs expressed by the clinicians but, when asked, said they would like to be more proactive and structured in their approach.

Conclusions  This study points up the lack of organizational structure fostering uniform knowledge translation across all clinicians, although the managers expect it to happen in the near future or would like to see it in an ideal world.

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