Publications from ODSW Social Insights: Letters by DSW (Vol 2) | Page 173

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Knowledge is a product of a synthesis in the human mind. This would mean
that knowledge can only be shared as information and then becomes
knowledge again in someone else’s brain. Knowledge answers the “How”
question. It is contextualized and an example would be a local practice or
relationship that works.
Decisions are often made based on information and knowledge and not
data alone. Through processes like evaluation, research, observation and
feedback, we generate new data, information and knowledge.

Translating evidence into policy and programmes
There is no doubt that social change efforts are accelerated by data. But
investing in good quality research alone isn’t enough to produce solutions
or outcomes. Funders and researchers have to invest more in translating
research into action. Research findings tend to stop at producing data and
information. There is a gap in translating the evidence and learning for
practitioners and to enrich the experience for users of services.
To enable learning and discovery to translate into services for those who
need them, it is useful to draw from research to shape the content and
curriculum of programmes and models to bring about positive change. By
being more deliberate in shifting towards recognising outcomes that are
linked to research findings, we will shape behaviours and interventions that
target change in behaviour, wellbeing and outcome for clients. This requires
a refreshed evaluation of programmes and services drawing on what works
in practice within resource constraints and consistency in implementation.

Difference between innovation and scaling
Another capability that agencies want to build in the social sector is that of
innovation and the capacity to scale. Innovation and scaling require quite
different skills sets. People with the talent and skills to innovate are unlikely
to be the same people who can help scale. For example, football teams
don’t use the same players on their offensive and defensive lines. There is
also a missed understanding that innovation must require innovation labs,
consultants, new technology, and the other things popularly associated with
it. Instead, it can in some instances, mean a small common sense tweak (like
serving or making services available in a less obvious location or point) that
is far enough upstream to change the entire trajectory of a programme.
Innovation can come about by thinking differently through an “out of the
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