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	Teoria Procesu Normalizacji (NPT)	Ramy Wiedzy do Działania (KTA)
Dziedzina	Nauka o wdrażaniu	Nauka o wdrażaniu
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	2009	2004
Twórca	Carl R. May, PhD; Elena Murray, PhD; and colleagues at University of Sydney and UCL	Ian D. Graham, PhD; Roberta L. Logan, MD, MSc; colleagues at Ottawa Hospital Research Institute
Typ	Theoretical framework with qualitative and mixed-methods assessment	Conceptual framework and process model
Źródło pierwotne	Murray, E., Treweek, S., Pope, C., MacFarlane, A., Ballini, L., Dowrick, C., ... & May, C. R. (2010). Normalizing adoption of new health care innovations: A systematic review of empirical studies. American Journal of Health Promotion, 24(4), e5–e15.	Graham, I. D., & Logan, R. L. (2004). Translating research into practice: A perspective on technology transfer. Journal of the American Medical Informatics Association, 11(2), 141–145.
Inne nazwy	NPT, Normalization Process Theory, NPT Framework, Normalisation Process Theory	KTA, Knowledge-to-Action, KTA Framework, Knowledge-to-Action Cycle
Pokrewne	5	5
Podsumowanie	Normalization Process Theory (NPT) is a framework developed by May, Murray, and colleagues (2009) to explain how new practices, technologies, and innovations become embedded and sustained in everyday organizational and clinical work. Rather than viewing implementation as a one-time adoption event, NPT conceptualizes implementation as a process of normalization—the gradual transition from 'new and unusual' to 'normal, routine work integrated into standard processes.' NPT identifies four normalization mechanisms: Coherence (shared understanding of the intervention's purpose and value), Cognitive Participation (staff engagement and involvement in learning and using the intervention), Collective Action (the work required to implement, including workflow changes and resource allocation), and Reflexive Monitoring (ongoing reflection on impacts, benefits, and needed adaptations). NPT has become influential in implementation science research, particularly in health technology implementation and complex intervention studies, and provides a theoretical lens for understanding why some innovations become normalized while others are abandoned.	The Knowledge-to-Action (KTA) Framework is a conceptual model and process guide for translating evidence into practice, developed by Ian Graham and colleagues at the Ottawa Hospital Research Institute (2004–2006). The KTA framework addresses a central challenge in implementation science: research evidence alone does not change practice; a deliberate, systematic process is required to adapt evidence to local contexts, identify and overcome implementation barriers, and sustain change. The KTA distinguishes between knowledge production (research, evidence synthesis) and knowledge application (implementation planning, barrier identification, strategy selection, execution, monitoring, and adaptation). The framework has become one of the most widely adopted implementation models in healthcare, particularly in Canada and internationally, and provides a structured approach to evidence-based practice implementation that is context-sensitive and iterative.