By Bev J. Holmes and Allan Best
What are the practical implications of mobilising knowledge in complex systems? How can the rules, regulations, incentives and long-entrenched power structures of a system be changed so that knowledge mobilisation is maximized?
We propose six interdependent actions, briefly described below, undertaken at two levels, by those who: (1) are managing specific knowledge mobilization initiatives (initiative managers), and (2) are in a position to make the environment more receptive to change (key influencers). These people may not necessarily be involved in specific initiatives.