Development of a Mentorship Strategy: A Knowledge Translation Case Study
Development of a Mentorship Strategy: A Knowledge Translation Case Study
SHARON E. STRAUS, MD, MSC, FRCPC; IAN D. GRAHAM, PHD; MARK TAYLOR; JOCELYN LOCKYER, PHD
JOURNAL OF CONTINUING EDUCATION IN THE HEALTH PROFESSIONS, 28(3):117–122, 2008
Introduction: There are many theories and frameworks for achieving knowledge translation, and the assortment
can be confusing to those responsible for planning, evaluation, or policymaking in knowledge translation. A conceptual
framework developed by Graham and colleagues provides an approach that builds on the commonalities
found in an assessment of planned-action theories. This article describes the application of this knowledge to
action framework to a mentorship initiative in academic medicine. Mentorship influences career success but is
threatened in academia by increased clinical, research, and administrative demands.
Methods: A case study review was undertaken of the role of mentors, the experiences of mentors and mentees, and mentorship initiatives in developing and retaining clinician scientists at two universities in Alberta, Canada. This project involved relevant stakeholders including researchers, university administrators, and research funders. Results: The knowledge to action framework was used to develop a strategy for mentorship for clinician researchers. The framework highlights the need to identify and engage stakeholders in the process of knowledge implementation. A series of initiatives were selected and tailored to barriers and facilitators to implementation of the mentorship initiative; strategies for evaluating the knowledge use and its impact on outcomes were developed.
Discussion: The knowledge to action framework can be used to develop a mentorship initiative for clinician researchers. Future work to evaluate the impact of this intervention on recruitment and retention is planned.
Key Words: mentorship, knowledge translation, academic medicine, education, medical, continuing
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