1) Research generates data that is translated into information through various processes and applied as knowledge in professional practice and policy. 2) Professionals apply this knowledge in their work, documenting practices and developing standards, while continuing to contribute new research data. 3) Cognitive maps are used to help stakeholders understand how research, knowledge development, and strategic partnerships interconnect and contribute to organizational success.

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Précis Organisations through the application of knowledge can change or refocus their strategic
direction. The use of cognitive mapping can assist stakeholders to gain a better understanding of where
they sit in a realigning organisation. This is by creating conversation points that clarify their evolving
relationship with each other that accommodates a renewed strategic direction.
The translation of theory into practice is through policy based on research and the collation of data into
information. The process of translating research into practice is often through the work of professions
where research is applied in a vocational setting. This becomes part of the domains of practice of that
profession recorded as a narrative describing practice. Elements of this narrative is codified into policy
and procedure. This ensures consistency in the application of the professions knowledge. Much of the
communication of the professions ‘Art’ is through mentoring from the master to the novice.
Researchers take a lead role in creating information from data. Teaching organisations generate
graduates who as part of professions apply it in their vocational setting. This becomes their domain of
practice which through professional affiliations or unions develop a brand which reflects an association
between price + quality = value as perceived by the customer based on confidence, built on trust.
Policy as a consequence of research is an instrument to introduce variation to existing practice.
Professions that flourish in this environment are able to manage variation as opportunity. They apply
the variation in a vocational setting and integrate the knowledge derived into their domains of practice.
This is in turn is promoted to their customer base as having value.
Before the value equation is adopted by the customer the profession needs to accommodate variation
within its practice to develop the necessary competence in its delivery. This is described in my short
papers on adapting to change and consumer directed care. This is the basis of my current discussion on
student placement in aged care as described in my paper on student placement in acute and aged care to
the HWA forum.
A key process in the translation from data to information and its application as knowledge (Fig 1) is
through policy.
Figure 1
On page three, the cognitive map1
(Figure 2), describes how research is an important aspect of
generating data and its relationship within the knowledge framework of organisations. The following
cognitive map on knowledge is a visual support showing key markers that act as a guide using
information, knowledge and wisdom as a common thread that ties in the essential elements of what
1
Cognitive maps (also known as mental maps, mind maps, cognitive models, or mental models)

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makes a profession successful. The purpose of these markers is to facilitate the development of links
between various projects and strategies that are designed to enhance brand and market share of the
organisation / professions.
Not unlike a puzzle each part is an essential element of the overall picture/business. From this the
various stakeholders within the business are able to identify what parts of the puzzle in this cognitive
map best reflects their role. Four elements that combine the jigsaw pieces of the business, Sustain, Add
Value, Establish the Business and develop Strategic Partnerships, position the service for growth
through networks. From this stakeholders such as Clinical Nurse Consultants create a narrative as to
how their involvement contributes to the success of the business.
Narrative:
Elements of
knowledge as
described in the
“ACC
Additional Notes
document” has
been
superimposed
on the
knowledge map
Fig 2, to
demonstrate its
relationship to
key elements of
knowledge as
depicted in the
shaded
‘bubbles’.
This has been
broken down
into 4 categories
as follows;
1) Information exposed to practice becomes knowledge is where most of the resources of an
organisation are applied. Examples tend to be transactional and quantitative such as processes
surrounding Learning (CNC’s), Risk Management, Finance and Operational practices. It is important
at this level processes are systematised such as clinical audit for internal and external compliance
under the auspice of CNC’s.
2) Processes associated with knowledge exposed to the values of the organisation tend to be qualitative.
Examples are programs that elicit a link between the values of the organisation and its employees and
customers create organisational wisdom. To this end Care Governance has strongly embraced practice
development in association with Gallup Q12.
Establish Presence
Governance
(Custodian of Organisational
Wisdom)
Sustains Business
Knowledge Map - Fig 2
© W. de Ruyter Dec 2011 revised 16-5-12
Information exposed
To practice Becomes
Knowledge
Knowledge influenced
By values
Becomes
Wisdom
Culture defines
Brand
Brand influences
Market Share
Market Share becomes a reflection
Of customer expectations
Customer expectations
Influence research
Research
generates
information
Wisdom underpins
Culture
Strategic Partnerships

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3) Organisational wisdom underpins the culture of the business and this is what customers see in the
brand of the organisation. The stronger the association between values and service the stronger the
brand.
4) Customer expectations determine the product range and the extent of the product range is directly
related to the extent of sustainable partnerships with aligned organisations. The ‘glue’ that holds
together these partnerships are twofold;
1. Goodwill based upon shared values
2. Research that gives evidence to the quantitative basis for the partnership