What does it take to transform mental health knowledge into workplace practice? Towards a theory of action

Abstract

The purpose of this discussion paper is to consider the question of a knowledge base that might undergird a systematic approach to transforming mental health knowledge into workplace practice. Drawing on a range of systems-change and related research, the paper begins by contrasting the nature of "workplace" as opposed to "mental health knowledge" systems. On the basis of the Luhmann's concepts, these systems are cast as fundamentally being determined by the types of communication in which they are engaged (business about business matters, and mental health about mental health matters). For information from one to be adopted by the other requires the translation of mental health concepts into language understood by the workplace, by people capable of understanding both. The paper then examines the importance of determining a vision of desired outcome from such knowledge transfer. What is the desired outcome? A workplace free of mental health problems? The role of both values and existing knowledge in determining these is outlined, along with the importance of engaging the most immediately involved actors in developing the vision. Because valid and reliable knowledge is central to the task, a framework is set out in which the most immediately relevant research findings might be considered in relation to each other. Three categories of knowledge are proposed: employer-led preventive measures, employee-focused workplace interventions and community-based resources supportive of workplaces. Knowledge drawn from summative analyses of existing research is matched against these three categories to illustrate the potential for guiding both implementation and research decision making.The final section draws together the key elements of an active approach to promoting and supporting knowledge transformation from mental health research to workplaces.