© Knowledge Associates International Ltd. 2009 1
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
© Knowledge Associates International Ltd. 2009 2
CSIP, Birmingham, UK
© Knowledge Associates International Ltd. 2009 3
Care Services Improvement Partnership CSIP
Organization Profile
Why KM?
Identifying Knowledge Needs
KM Strategy
KM Implementation Plan
Key Results
Key Lessons Learned
© Knowledge Associates International Ltd. 2009 4
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
© Knowledge Associates International Ltd. 2009 5
Will CSIP survive for another 12 months?
© Knowledge Associates International Ltd. 2009 6
2006 Starting to investigate KM
Alastair McIntyre
Associate Director
Martin Fisher
KM Lead
© Knowledge Associates International Ltd. 2009 7
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)
© Knowledge Associates International Ltd. 2009 8
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
© Knowledge Associates International Ltd. 2009 9
CSIP KM Assessment Survey
© Knowledge Associates International Ltd. 2009 10
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
© Knowledge Associates International Ltd. 2009 11
Compelling KM Business Case
What knowledge areas, if we could
really manage them better, would make a big difference to our value?
© Knowledge Associates International Ltd. 2009 12
Compelling KM Business Case
Personal KM
Team KM
Organizational KM
Inter-Organizational KM
© Knowledge Associates International Ltd. 2009 13
New Roles & Responsibilities
Associate Director (Chief Knowledge Officer)
Business Manager
Head and one other member of IT Services
One representative Consultant
Knowledge Management Lead
© Knowledge Associates International Ltd. 2009 14
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”
© Knowledge Associates International Ltd. 2009 15
CSIP Knowledge Community
© Knowledge Associates International Ltd. 2009 16
Share
start conversations ask questions and provide answers
work together in groups share your latest news and events
share useful resources
© Knowledge Associates International Ltd. 2009 17
Find
find people and groups join conversations
read the latest news find forthcoming events
find useful resources
© Knowledge Associates International Ltd. 2009 18
Support
read answers to common questions get help from other users
offer support and guidance personalise this website
change your profile
© Knowledge Associates International Ltd. 2009 19
“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 ”
© Knowledge Associates International Ltd. 2009 20
KM Maturity ModelQuestion Score XYZ
1. Am I effectively capturing information about new people/experts, project work, newlearnings, new ideas, insights?
15
2. Am I effectively storing new people/experts, project work, new learnings, new ideas, Insights?
5
3. Am I effectively sharing/applying new people/experts, project work, new learnings, new ideas, insights?
15
4. Am I effectively collaborating and discussing problems, issues, new ideas, learnings insights?
30
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
200
© Knowledge Associates International Ltd. 2009 21
Knowledge Competencies
© Knowledge Associates International Ltd. 2009 22
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?’
© Knowledge Associates International Ltd. 2009 23
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
© Knowledge Associates International Ltd. 2009 24
Greatest Result
Established recognition for the value
CSIP deliver to the NHS Group
© Knowledge Associates International Ltd. 2009 25
© Knowledge Associates International Ltd. 2009 26
© Knowledge Associates International Ltd. 2009 27
© Knowledge Associates International Ltd. 2009 28
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
© Knowledge Associates International Ltd. 2009 29
BBC
© Knowledge Associates International Ltd. 2009 30
Step 1 Get people talking
© Knowledge Associates International Ltd. 2009 31
Step 2 People Finder
© Knowledge Associates International Ltd. 2009 32
Step 3 Get Blogging
© Knowledge Associates International Ltd. 2009 33
Step 4 Use Wiki’s