The Journey of a Knowledge Management Fellow
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1 The Journey of a Knowledge Management Fellow Rachel Cooke Acting Lead for Libraries & Knowledge National Health Service, East of England & Lead for the NHS Evidence - Knowledge Management Special Collection (online)
2 Overview Fellowship Scheme Why I applied My understanding of Knowledge Management Self-Assessment Tool Working with Chief Knowledge Officers Improvement Methodology & the Improvement Adviser Program
3 Fellowship Scheme NHS (National Health Service) NHS Institute for Innovation & Improvement Transforming good ideas into workable solutions in healthcare Fellowship Scheme Practical not research based Fellows as NHS leader in innovation Knowledge Management Fellowship November 2007 to March 2009
4 Why I Applied own experience 22 years range of NHS library posts Head of Library Service & Knowledge Management Librarians' core skills organization, retrieval & facilitation same skills different context Some progress not integrated into way organization worked
5 Why I Applied case studies Chartered Institute for Library & Information Professionals Conference Librarians make it look too easy so don t get the support actually need KM is often misunderstood No culture of information & knowledge sharing Lack of leadership Constant state of change makes it hard to get input needed to get started Reliance on technology
6 Why I Applied Challenge Failing to share knowledge, sound evidence, experience & data Leads to wasted time, effort & increases patient risk How to influence organizations to make effective use of knowledge change the way they practice
7 Keeling & Lambert Knowledge management is a people centered process that demands culture change and an investment in resources before pay-back can be achieved, making the backing of senior managers essential to its success...
8 Keeling & Lambert The challenge to healthcare librarians is to become involved in creating such an environment. The challenge has presented itself as KM, which requires a major change in organizational thinking and acceptance by the librarian that the service they provide may also be subject to continuous improvement
9 Developing My Understanding "...It's not about creating an encyclopaedia that captures everything that anybody ever knew. Rather, it's about keeping track of those who know the recipe, and nuturing the culture and the technology that will get them talking..." Arian Ward of Work Frontiers International
10 4 types of knowledge INDIVIDUAL GROUP E X P L I C I T CONCEPTS The individual can learn, know & express Rules, processes STORIES Successes, failures, phrases, common language and habits of the group T A C I T SKILLS The feel for how something should be done, the use of a tool e.g Riding a bike more than being told how to or being given a manual GENRES The way something is presented effects how we respond e.g. How communicate How decisions are made organizational politics
11 Paul Bates Hierarchy to Spectrum 1. Systematic Reviews 2. Randomized Controlled Trials 3. Cohort Studies 4. Case control Studies 5. Cross sectional Surveys 6. Case Report 7. Expert Opinion 8. Anecdotal Evidence hierarchy Experiencebased knowledge (tacit, intuitive/gut, non- rational, immeasurable, naturalistic) Expert, research-data based, empirical knowledge (explicit, rational, measurable, experimental) Spectrum of knowledge
12 Evidence Based Healthcare Best Research Evidence Evidence Based Healthcare Clinical Expertise Patient Values integration of best research evidence with clinical expertise and patient values. Sackett David et al. Evidence Based Medicine: How to Practice and Teach EBM. Churchill Livingstone: Edinburgh, 2000
13 Self-Assessment Knowledge & Organization Development Testing, reflecting & modifying 8 Workshops Identify KM strengths & weaknesses Identify 2 areas to focus on Reflect, share ideas & learn Chris Collison & Geoff Purcell Self-assessment, river & stairs tools
14 Self-Assessment Knowledge & Organization Development Taking a strategic approach Leadership Building a learning organization Networking Measuring the value Capturing & reapplying knowledge Innovation Implementing efficiencies in our working practices
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17 Chief Knowledge Officers Hill Review March 2008 Chief Knowledge Officer Every NHS Organization Board level director Steer development of KM KM aligned to business of organization
18 Chief Knowledge Officers What do they need to do? What are other organizations doing?
19 Chief Knowledge Officers Workshop Knowledge Culture Enable Mobilize Reactions Energizing Uncomfortable Knowledge is power
20 Post the event Online community National Coordinating group for CKO development Working with individuals & organizations Practical KM module
21 Quality Improvement Improvement Adviser Program Institute Healthcare Improvement USA Why Sustainable improvement Apply methodology to knowledge management Identify links Underpin
22 Quality Improvement Three
23 Quality Improvement - What are we trying to achieve? To Improve the quality of care at the bedside by ensuring that all the equipment needed at the time of admitting a new patient to the Paediatric Intensive Care Unit is in place and ready for use.
24 Quality Improvement -How will we know a change is an improvement Of the beds that come available in a week 100% were set up ideal way Reduce the average time taken to set-up bedspace from 103 to 20 minutes Ensure the resources reacquired to set-up bedspace increases from 40% to 100%
25 Quality Improvement - What changes can we make that will result in improvement? PDSA Cycles Plan = change or test Do = Carry out plan Study = Summarise what was learnt Act = Determine what changes are to be made Small steps build knowledge & understanding
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27 In Conclusion Improvement methodology & KM = Learning organizations KM tools create receptive environment Improved communication & sharing Access to all types of knowledge
28 The Fellowship scheme was an unsettling experience, but one not to be missed.
29 Sources NHS Institute for Innovation & Improvement Keeling,C & Lambert,S (2000) Knowledge Management in the NHS: positioning the healthcare librarian at the knowledge management intersection. Health Libraries Review 17 p143 Collison,C & Parcell,G (2004) Learning to Fly: a practical knowledge management from the World's largest organizations Chichester, Capstone
30 Thank you Rachel Cooke
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