Bringing Knowledge to Action in the Context of a Major Organizational TransitionRicher, Marie-Claire N, PhD; Dawes, Martin MD, MBBS, DRCOG, FRCGP; Marchionni, Caroline N, MSc AThe Health Care Manager: January/March 2013 - Volume 32 - Issue 1 - p 4–12 doi: 10.1097/HCM.0b013e31827ed7ab Article Abstract Author Information In the context of organizational transitions in health care institutions, the decisions taken by leaders and clinicians are informed by multiple sources and by a multitude of actors at all levels of the organization. A study was conducted in the context of a major organizational transition at the McGill University Health Centre in Montreal, Quebec, Canada. The purpose was to examine the body of literature around the notions of “evidence” in decision-making processes in health care. Key informants who had a strategic decision-making role linked to the transition activities were interviewed to explore their perceptions of the types of evidence used to support changes in the organization. Results revealed that managers and clinicians relied on multiple sources of evidence and shared similar concerns about reliability and validity of scant evidence. Author Affiliation: Transition Support Office, McGill University Health Centre and Ingram School of Nursing, McGill University, Montreal, Quebec, Canada (Dr Richer and Ms Marchionni); and Department of Family Practice, University of British Columbia, Vancouver, Canada (Dr Dawes). The authors have no conflicts of interest. Correspondence: Marie-Claire Richer, N, PhD, 2155 Guy, Suite 790, Montreal, QC, Canada H3H 2R9 (email@example.com). © 2013 Lippincott Williams & Wilkins, Inc.