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KM in Clinical Dentistry
Dr.Kannika Chukiatmun DDS.,MD.,MsIT At Thammasart U.
23 Jan 08
Explicit knowledge VS Tacit knowledge
Documented Codified Archived
Customer list Patent Trademark Business plan Marketing research
Not documented Difficult to identify
Know how Experience Personal talent Intuitive Innovative
Evolution of KM
Wave 1 IT dominated approach Misleading dichotomy of tacit/explicit ?
Wave 2 Importance of relationships, connections Recognized rise of social capital Decline of CKO ?
Wave 3 COP Focus on how people make decision Alignment with business imperative, quality management, risk
management etc.
Knowledge Society I
“Knowledge Explosion”
Productivity Competitiveness Market mechanism Survival of the fittest
Knowledge Society II
“Knowledge Management”
Harmony Learning Organization Community of Practice Knowledge Broker Knowledge Master : Content Management (Informaticist Model)
Excellent Center
Performance Excellence Organization Competency Learning Knowledge Blended-Learning
Technology
Choosing Your Knowledge Management Strategy
KM has been applied to a very broad spectrum of activities designed to manage, exchange and create or enhance intellectual assets within an organization, and that there is no widespread agreement on what KM actually is.
Knox Haggie, John Kingston (2003)
Choosing Your Knowledge Management Strategy
IT application that are termed “KM applications” range from the development of highly codified help desk systems to the provision of video conferencing to facilitate the exchange of ideas between people.
One fact that does seem to be agreed on is that different situations require different knowledge management strategies.
KM Strategies
Classification By Knowledge Nonaka & Takeuchi’s Matrix of Knowledge Types Boisot’s I-Space Model
“The process of growing and developing knowledge assets within organizations is always changing.”
Classification By Business Process APQC International Benchmarking Clearing house Study Mckinsey & Company
KM Strategies
Classification By End Results Treacy & Wiersema’s Value Disciplines Zack’s Knowledge Strategy
A Synthesised Approach Binney’s KM Spectrum (2001)
KM Strategies Derek Binney (Binney, 2001) provides a framework, The KM
Spectrum, to help organisations make sense of the large diversity of material appearing under the heading of KM, and to help them assess where they are in KM terms. His focus is on the KM activities that are being carried out, grouped into six categories:
Transactional KM: Knowledge is embedded in technology. Analytical KM: Knowledge is derived from external data sources,
typically focussing on customer-related information. Asset Management KM: Explicit management of knowledge assets
(often created as a by-product of the business) which can be reused in different ways.
Process-based KM: The codification and improvement of business practice and the sharing of these improved processes within the organisation.
Developmental KM: Building up the capabilities of the organisation's knowledge workers through training and staff development.
Innovation/creation KM: Fostering an environment which promotes the creation of new knowledge, for example through R & D and through forming teams of people from different disciplines.
Examples of technologies that can support or enhance the transformation of knowledge :
IBM Journal “Knowledge management technology” by A. D. Marwick Tacit to Tacit Tacit to Explicit
E-meetings Answering questions
Synchronous collaboration (chat) Annotation
Explicit to Tacit Explicit to Explicit
Visualization Text search
Browsable AV of presentations Document categorization
KMS workout Knowledge Engineering Approach to KM
Mapping CommonKADS task type to The KM spectrum
Selecting KM Strategies Link the value disciplines with the Strategies
Customer intimacy (CRM, Data mining, Business Intelligence) Operational excellence (Best Practice Transfer, TQM, BPR,
Process Improvement) Product Leadership (choose KM strategies supporting
Communities, Collaboration, Discussion Forum)
Identify External Driver Synthesized approach
Key concept : ….more than simply collections A collection of data is not information .
A collection of information is no t knowledge .
A collection of knowledge is not wisdom .
A collection of wisdom is not truth. (Ref: Knowledge Management—Emerging Perspectives : Gene Bellinger)
1
Key concept : ….more than simply collections
Ref: Knowledge Management—Emerging Perspectives
Quote - Neil Fleming
Context =attribute of meaning +association
Without context = without meaning
Y is a meaningful X
1
Knowledge = Content + Context
Key concept : ...Individual – Organization synergy by making most benefit from Utilizing Tools and Technology Tacit / Implicit / Explicit Knowledge
(ความรู้��ฝังลึ ก/ความรู้��แฝัง/ความรู้��ที่��ตี�พิ�มพิ�-เปิ�ดเผย-แสดงได�)
2
Tacit Expert
connectivity Implicit
Knowledge Presentation
Knowledge acquisition / extraction
Explicit KnowledgeInformation
retrieval
KM : What model ? !!!
ปิลึาที่� Virtual
ปิลึาที่� ปิลึาที่�เปิ นๆ
KM in Clinical Dentistry
Dr.Kannika Chukiatmun DDS.,MD.,MsIT Thammasart U.
23 Jan 08
Present situation
Information overload Paradoxical information Technologies have increased the dissemination
of information, but worsened the problem of unwanted information
Difficulty in retrieval of relevance information
The foreseeable future
Rapid access to a growing body of knowledge : “Competitive intelligent”.
To find out “Competitive advantage”. The skill required by the practitioner is to know
how to sift and find information, rather than how to remember facts.
Health informatics is going to be an essential clinical skill.
The foreseeable future Access to the information by itself will not result
in its use or raise the quality of service. However, as patient and public gain access to
clinical information there is a rising that professional staff will also be “information empowered”.
Service organization and delivery are “information driven and information dependent”.
Record keeping and the use of information is an important factor in delivering quality patient care.
The purposed KM model for clinical practice
The purposed outline
The need to manage information-overload, paradoxical information, unwanted information, effective retrieval of wanted information and bodies of knowledge
To ensure that learning about the best practice actually takes place and as a result, quality standards are actually implements.
To revise and develop strategies that are well-adapted to dynamic and complex process of health care service for the patients
Problems How can information / knowledge be transferred
to working doctors? What makes health care service to archive best
practice? The provision “catch up” or “consolidate”
programs for established clinician. (It is apparent that there are many gaps in current level of awareness, attitude, knowledge and skills about health information amongst clinicians.)
Practice VS Process
The way tasks are done
Spontaneous Improvised Responds to a
changing, unpredictable environment
Driven by tactic knowledge
Web-like
The way tasks are organized
Routine Orchestrated Assume a predictable
environment Relies on explicit
knowledge Linear
Knowledge
Explicit knowledge Implicit / Tacit knowledge Situation specific knowledge Mundane science
Explicit knowledge
Knowledge Access Knowledge Validation Knowledge Valuation Knowledge Optimization Knowledge Dissemination
Explicit knowledge
Knowledge AccessKnowledge divide / Digital divideUbiquitous
Knowledge Validation Knowledge Valuation Knowledge Optimization Knowledge Dissemination
Explicit knowledge
Knowledge Access Knowledge Validation
Research Methodology Critical Appraisal of evidences Systematic Review
“ Evidence-base medicine / dentistry ” Knowledge Valuation Knowledge Optimization Knowledge Dissemination
Explicit knowledge
Knowledge Access Knowledge Validation Knowledge Valuation
AssessmentCost-benefitSocial, Economy, Culture value etc.
Knowledge Optimization Knowledge Dissemination
Explicit knowledge
Knowledge Access Knowledge Validation Knowledge Valuation Knowledge Optimization
Knowledge MasterPractical education / training
Knowledge Dissemination
Rules & regulations
Standard & Norms
Best practice
Manuals & Lesson learned
Explicit knowledge
Knowledge Access Knowledge Validation Knowledge Valuation Knowledge Optimization Knowledge Dissemination
Knowledge Sharing / BrokeringEdutainmentCollaborative tools
Knowledge cycle
กำ��หนดรูปแบบองค์�ค์ว�มรู �
(Capture Knowledge)
สรู��งองค์�ค์ว�มรู �
(Create knowledge)เผยแพรู�องค์�
ค์ว�มรู �(Disseminate knowledge or
knowledge transfer)
ปรู�บปรู�งองค์�ค์ว�มรู �
(Refine Knowledge)
จั�ดเกำ�บองค์�ค์ว�มรู �(Store
knowledge)จั�ดกำ�รูองค์�ค์ว�มรู �
(Manage knowledge)
Knowledge Engineering
Knowledge acquisition
Knowledge validation
Knowledge representation
Inferencing
Explanation and justification
การู้ใช้�ความค�ด(Intelligence Phase)
การู้ออกแบบ(Design Phase)
การู้เลึ'อกแนวที่างที่��ด�ที่��ที่��ส(ด(Choice Phase)
การู้น)าไปิใช้�(Implementation phase)
การู้ตี�ดตีามผลึ(Monitoring Phase)
กรู้ะบวนการู้แก�ไขปิญหา(Problem solving process)
กรู้ะบวนการู้ตี.ดส�นใจ(Decision making process)
Thinking
Critical Thinking Creative Thinking Decision Making Problem Solving
Model for knowledge management in primary care
Explicit
Knowledge
Tactic
Knowledge
Information-centered
EBM Domain Intranet Domain
Learner-centered
Clinical Audit Domain
Mentorship Domain
The Future of KM
Implication C for KM:
The best use of ‘knowledge professionals’ is working in tandem with (or even as part of) the organization’s IT professionals, devoting the bulk of their time to scheduled, one-on-one ‘personally productivity’ sessions with front-line workers to improve these workers’ competency with worktools, and ability to do their own research & analysis.
Mentor Apprenticeship
“On the Job Training”
Knowledge Society II
“Knowledge Management”
Harmony Learning Organization Community of Practice Knowledge Broker Knowledge Master : Content Management (Informaticist Model)
Outcomes and Standard for Health Informatics
Communication Authoring and reading health Clinical language Team-working
Knowledge management Data quality and management Confidentiality and security Secondary uses of clinical data and information Clinical governance and service audit Working clinical systems Telemedicine and telecare
Outcomes and Standard for Health Informatics
Knowledge management
Understand decision support, expert systems and artificial intelligence and their use in the support of clinical activity.
Using accredited health related online sources be able to summarize, evaluate / appraise and present information / evidence relevant to a particular healthcare issue.
Examine and understand current key initiatives and developments in IT based knowledge resources.
Understand the implications of the development and local implementation of care pathway / guidelines.
Appreciate and analyze sources of information about patient and public views of and expectation of health and relayed service.
The Comprehensive approach KM model in Clinical Dentistry
Content management + Organizational learning + e-learning Best practice, performance support tools, collaboration tools On-the-job performance support Excellent center Service organization/delivery are “information driven and information
dependent”. Record keeping and the use of information is an important factor in
delivering quality care.
The Comprehensive approach KM model in Clinical Dentistry
Informaticist Model ………. “Information Empowered” Knowledge Access Knowledge Validation Knowledge Valuation Knowledge Optimization Knowledge Dissemination
Clinical Decision Making
Clinical Reasoning
Clinical Problem Solving Skills
Competencies for Complexity Management
Self-directed learning
Be-aware
Knowledge is between your
two ears…. If you want to
manage it….. Manage here !
R2R : Routine to Research
Traditional (Modern) ResearchStatistics Clinical research / EpidemiologyEvidence based medicine
Post-Modern ResearchData mining / Knowledge base / AIBringing the evidence to the
point of careClinical research / Community-
based / Population-based Medicine
R2R : The extension - BMDE
Evidence-based Medicine
Personalized Medicine
Translational Medicine
R2R : The extension - Management
EBP + HTA HIS +HIM
Personal Medical Record + Remote sensor device
BMDEBI
KM technologies for global organizationFlow of knowledge :
Identify, Validate, Codify, Store, Retrieve and Share
Knowledge resource directories / Corporate Yellow Pages
CRM / Contact management
Massaging / E-mail
Groupware or collaboration technologies
Remainders / Web Calendars
Decision support systems
Workflow and tracking
Web casting
E-learning / Web based training / multimedia based training / CBT
Content management
Portals BI / Data
warehousing
Document management
Intelligent agents
Search engines
COP to N
OP
tools
Key concept : ...Individual - Organization synergy By making most benefit from Utilizing Tools and Technology““KM : why now?”KM : why now?”
Knowledge Engineer encodes Expert knowledgefor distributing and sharing of both theoretical and practical knowledge in the organization (for the other to “Learn”) . “Knowledge Engineering Techniques”
Competitive advantage for organization Organization behavior VS “2T for 2P” PTTP : “4 together for KM”
2
R2R
Data Processing pipeline
Open source
Invention Innovation
(research output
research out come)
KM tools
Data mining toolsDB
Warehouse
WWW
KM
R2R
Data mining