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Working smarter by mobilising knowledge
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Working Smarter by Mobilising Knowledge
Rachel CookeActing Lead for Libraries & Knowledge
Management NHS East of England
• NHS agenda – QIPP
• Where does Knowledge fit?
• Spectrum of Knowledge
• A few examples of good practice
• The Challenge
Q I P P
Quality & Productivity Challenge
Innovation
Productivity and
Prevention
Quality
“To invent and begin to apply new devices
or methods”
•To improve patient experience•To improve patient safety•To improve clinical effectiveness
•To do more with the same•To do the same with less•To do more with less•To reduce downstream costs
Knowledge Sharing & Learning
• The problem:• ‘…inefficiency of vast variation in activity
and outcomes of care’
• The solution:• ‘The adoption of best practice is massively
beneficial to quality and productivity’
• David Nicholson, HSJ; 10 September 2009
Knowledge Sharing & Learning
• Better informed projects
• Prevent same mistakes
• Reduce the risk of duplication of effort
• Generate & sustain innovation
Evidence Based Healthcare
Best Research Evidence
Patient ValuesClinical Expertise
Evidence Based
Healthcare
“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
Chief Knowledge Officer
• March 2008 National Review of Health Libraries in NHS England Published (Hill Review)
• Recommendation 11 - In every NHS organisation someone at Board level should be entrusted with the role of Chief Knowledge Officer (CKO) for that organisation
• Objective - To lead the development, management and sharing of knowledge within NHS and partner organisations to maximise its use in supporting the improvement of Patient Care.
Work with EoE Chief Knowledge Officers to enable them to have a positive impact on
improving quality and patient safety, maximising productivity and sustaining
innovation throughout their organisation.
By the effective use, generation and sharing of knowledge and best practice from within
and outside their organisations.
Knowledge Management:Tools & Techniques
Capturing & Structure
Sharing & Re-use
Creation & Acquisition
Peer Assist
Collaboration Spaceswikis, blogs
Knowledge Exchange
After Action Review
Knowledge Plan
Elicitation Interviews
Knowledge Assets
Retrospect
Learning Reviews
Self assessment/river diagramPost Project Appraisal
Storytelling
Social Network Analysis
Rapid Onboarding
Knowledge Retentionstarters, movers, leavers
Communities of Practice
Learning from Projects
Reducing Risk
Maidstone & Tunbridge Wells
• 90 C Diff deaths - cited in Hill Review
• Poor knowledge can result in patient harm
• Chief Knowledge Officer
• Head of Library Services
Reducing Risk
Maidstone & Tunbridge Wells• Using Knowledge to Reduce Risk
– Number of workshop run – using KM self assessment tool
– Start of new MTW Community of Practice
• File management, good practice, template approach, help guides
• Knowledge Audits• Joint work with Quality Observatory
Data & Research
• Quality Observatory & Library Service
• 50% MRSA community acquired
• Statistical model of CA-MRSA
• Commissioning to reduce CA-MRSA
After Action Reviews
• What did we set out to do?
• What actually happened?
• Why was there a difference?
• What can we learn for next time?
After Action Reviews
Brighton & Sussex University Hospital
• Expected:– Sutures used in surgery should be within
use-by date
• Actual:– Out of date sutures were used during
surgery
Knowledge Retention & Transfer
When someone is leaving:1. Identify knowledge at risk2. Prioritise areas of expertise and agree transfer plan3. Deliver agreed activities e.g. Organise personal information, emails, contacts Hold a Q&A session Ensure documents are transferred to accessible place 4. Capture outputs and disseminate – facilitated session
Knowledge Retention & Transfer
Case Study - Lessons Learned
• Overall benefit for leaver feels:– more organised leaving– leaving the team with less stress
• Overall benefit for successor feels:– less stressed than she would have without having done this exercise
• The future – make it part of a more joined-up leavers process, with HR and ICT– Start early
© NHS Institute for Innovation and Improvement Knowledge Management Team
Workshop Approach
• Introduction to KM• Social network analysis• Organisation Development
– Taking Stock – exercise– Culture of sharing – 3 case studies
• Lunch• Connecting People to People
– Communities of practice & other techniques
• Data, Information & Technology– Technology – an overview– Data & Information – SEC case study
• Where do we go from here
The purpose of knowledge management is to provide support for improved decision making
and innovation throughout the organization. This is achieved through the effective management of human intuition and experience augmented by
the provision of information, processes and technology together with training and mentoring
programmes.
David Snowden www.cognitive-edge.com
Where can you add value
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