Knowledge exchange is the process of collaborative problem-solving between diverse, and often disparate, stakeholders with the goal of moving evidence into action. Knowledge exchange bridges the gap between theory and practice by exposing and building upon how we engage with people and ideas.

At its core, knowledge exchange is about three things: information, people and connections. The knowledge itself comes in many forms and can be found in the most unlikely places; but on its own it is powerless. Mapping the way information moves between people (as individuals and between groups), and how it is used, is a key element to understanding the value of knowledge exchange. Creating opportunities for connections to occur (between ideas, information pockets, people, places, goals, etc), triggers the critical shift from simply knowing towards action and innovation.

Knowledge management is a well-known term. Knowledge transfer, mobilization, and exchange have also quickly moved into the common lingo of board rooms in academic, government, voluntary and private sectors. However, the real challenge facing many individuals, communities and organizations is not simply about organizing and sharing information; rather, it is about inspiring action and innovation.

Building a system in which ideas are created, nurtured and applied is about more than management. It requires strategy and leadership. It requires commitment and vision.

Staying well-informed is recognized as a key to success. But how can we be certain that the information we ‘know’ is the most credible evidence available? How can we access the best possible information, in a format that we can use and have it available when we need it?

Knowledge management involves a range of practices used by organizations to identify, create, represent, and distribute knowledge. In essence, it is about understanding and sharing what we know.

Knowledge exchange is the process of collaborative problem-solving between diverse, and often disparate, groups and stakeholders. The process usually involves producers and users of knowledge (e.g. researchers on one end, and policy makers or consumers on the other). The labels are interchangeable and can also be applied to the movement of information between organizations (e.g. the World Bank as a producer of evidence to be applied by a local non-government agency). Knowledge exchange moves us from simply gathering and sharing information to creating actionable knowledge by addressing the needs of various audiences: including timelines, finances, and format/presentation of information. It also involves the creation of effective linkage and exchange opportunities between producers and users of knowledge to engage in mutually beneficial activities. Knowledge exchange involves a more engaging approach to information sharing than is often witnessed in traditional communications strategies, human resource management or academic research programs.

Clearly, effective knowledge management and knowledge exchange are necessary prerequisites to making the change from knowing something to doing something. It is the first step in transforming knowledge into action. Knowledge innovation takes the process to the next level: integrating knowledge sharing with innovation management.

Knowledge innovation is about moving into the unknown, challenging widely held beliefs, creating space for new perspectives, and envisioning the future. It recognizes that knowledge is dynamic, rather than linear and static. It emphasizes the value of human relationships. It is collaborative, rather than competitive. It nurtures the flow of knowledge, rather than creating isolated islands of knowledge. It is about more than just thinking outside the box, it is about thinking inside other people’s playgrounds.

Fundamentally, knowing is a social act. It is not simply about reading or listening; it is the interplay of specific circumstances and relationships that lead to the moment
of revelation, action, and innovation (whether it is individual or organizational).


Dragonfly Loops
"70% of learning occurs in informal settings." (Institute for Research in Learning, 2004)

"74% of individuals are disengaged from their work." (Margaret Wheatley)

"Only 12% of a typical companies knowledge is explicitly published." (Delphi Consulting Group)

In a study of over 2000 policymakers the number one facilitator identified as facilitating the use of research evidence: personal contact. The number one barrier: lack of personal contact. (Innvaer et al., Journal of Health Research & Policy, 2002)

"[D]espite 30 years of research in this area, we still lack a robust, generalisable, evidence base to inform decisions about strategies to promote the introduction of guidelines or other evidence-based measures into practice." (Grimshaw et al., Health Technology Assessment, 2004)