Npc case studies

transcript

Knowledge in Healthcare

"Knowledge is the enemy of disease, the application of what we know will have a bigger impact than any drug or technology likely to be introduced in the next decade. I’m talking about three types of knowledge here: Statistics, Evidence and Mistakes - we need to be able to deliver these as simply and abundantly as we deliver clean water."

Sir Muir GrayNHS Chief Knowledge Officer

CSIP, Birmingham, UK

Care Services Improvement Partnership CSIP

Organization Profile

Why KM?

Identifying Knowledge Needs

KM Strategy

KM Implementation Plan

Key Results

Key Lessons Learned

CSIP Organization

70 Professionals

UK Healthcare services to children, adults, older people, mental distress, physical disability, learning disability, prison health, local government

Support to Local Authorities, regional agencies, voluntary and private organisations

Draw from clinicians, practitioners, senior managers, specialists, networks of people

Will CSIP survive for another 12 months?

2006 Starting to investigate KM

Alastair McIntyre

Associate Director

Martin Fisher

KM Lead

How to Implement KM – 7 Generic Steps

1. KM Vision Development 2. Knowledge Assessment3. KM Strategy and Framework Development 4. Compelling KM Business Case Support 5. New KM roles and responsibilities 6. Implement KM Processes & Technologies7. Measure and Improve (K Asset Accounting)

Summary of Specific KM Actions

KM Awareness and education across whole organizationEstablishing a KM Working GroupKM Assessment surveys to determine levels of maturityIdentification of Key Knowledge AreasDevelopment of a KM StrategyTraining people in knowledge-working skills & toolsCreating Knowledge Roles across the organizationA formal KM Process to collectively, systematically and continually manage knowledge Linking roles with organizational framework for personal knowledge & skills development

CSIP KM Assessment Survey

KM Strategy to create value by

Capturing, storing and sharing knowledge more effectively

Not repeatedly ‘re-inventing the wheel’

Collaborating naturally

‘Knowing what we know’

‘Know who knows what’ – expert directory

Reducing isolation and improving integration within our Team

Improving cooperation with our regional stakeholders

Continually improving and measuring our progress

Maintaining our systems

Compelling KM Business Case

What knowledge areas, if we could

really manage them better, would make a big difference to our value?

Compelling KM Business Case

Personal KM

Team KM

Organizational KM

Inter-Organizational KM

New Roles & Responsibilities

Associate Director (Chief Knowledge Officer)

Business Manager

Head and one other member of IT Services

One representative Consultant

Knowledge Management Lead

Personal responsibility for KM

“As we all need to be better knowledge

managers, we must all be supported

with training and ongoing assistance with

knowledge-related skills and competencies

appropriate to our roles”

CSIP Knowledge Community

start conversations ask questions and provide answers

work together in groups share your latest news and events

share useful resources

find people and groups join conversations

read the latest news find forthcoming events

find useful resources

Support

read answers to common questions get help from other users

offer support and guidance personalise this website

change your profile

“We have identified levels of Knowledge Worker skills that are commensurate with newly created

Knowledge Roles within the team, and have aligned these skills with each post’s profiles within the NHS Knowledge & Skills Framework. This ties

KM skills and competencies to each member’s

personal development ”

KM Maturity ModelQuestion Score XYZ

1. Am I effectively capturing information about new people/experts, project work, newlearnings, new ideas, insights?

2. Am I effectively storing new people/experts, project work, new learnings, new ideas, Insights?

3. Am I effectively sharing/applying new people/experts, project work, new learnings, new ideas, insights?

4. Am I effectively collaborating and discussing problems, issues, new ideas, learnings insights?

5. Am I effectively harvesting new learnings, new ideas, insights? 20

6. Am I effectively developing shared best practices and applying best eKnowledge ? 30

7. Am I effectively developing best experts and leveraging on Communities ? 50

8. Am I effectively measuring the above KM activities? 25

9. Am I effectively maintaining my KM system? 10

Knowledge Competencies

Key Challenges

Convincing colleagues of the relevance of KM to their everyday work

Making a convincing link between theory of KM and effort and personal responsibility

Identifying work improvement areas without being critical of people’s work practices

Perception the ‘doing KM’ is extra work

Overcoming the attitude ‘Why should I share?’

Key Results

Increased team wide collective and systematic KM

Better management of critical knowledge bases

A natural Community of Practitioners

Greater collaboration

Building an asset of ‘Learning Logs’ from projects

Positive measures of continuous improvement

Greatest Result

Established recognition for the value

CSIP deliver to the NHS Group

Key Lessons Learned

Demonstrate what you preach – be practicalNeeding to work in a new way doesn’t automatically make people good at doing itNever underestimate personal support, especially new toolsTie your KM based objectives to – Organisational objectives– Personal development

Keep an eye on the big picture AND recognise the importance of individual elements of the programme

Step 1 Get people talking

Step 2 People Finder

Step 3 Get Blogging

Step 4 Use Wiki’s