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Knowledge Management

Knowledge Management. Part 1: The Royal Ottawa Health Care Group Part 2: Bluewater Health Part 3: Cancer Care Ontario. Part 1: Knowledge Management @ the Royal Ottawa Health Care Group Cathy Cuzner Royal Ottawa Health Care Group January 30, 2004. Goal.

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Knowledge Management

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  1. Knowledge Management • Part 1: The Royal Ottawa Health Care Group • Part 2: Bluewater Health • Part 3: Cancer Care Ontario

  2. Part 1: Knowledge Management @ the Royal Ottawa Health Care Group Cathy CuznerRoyal Ottawa Health Care GroupJanuary 30, 2004

  3. Goal • The ROHCG's Knowledge Management (KM) Working Group exists to support our clinicians, researchers, educators and support staff as we transition to a "Centre of Excellence," Knowledge Management being an important tool in that transition. • Update skills, knowing what each other knows, and sharing information and knowledge

  4. KM Project Team • Clinicians • Education coordinators • IT specialists • Library staff

  5. Does this sound familiar? • Literature Searching • Information Gathering • Information Dissemination • Information Sharing • Self-directed Learning

  6. … more Library connections! • Electronic resources – CD-ROMS • Internet resources • Audio-visual resources • Online courses – credit and non-credit • = E-Learning • = Learning Center

  7. KM /E-learning Relationship? • Library supports learning • Learning supports knowledge • Tracking system for Learning • = Learning Management System • Who knows what? • Search the LMS!

  8. KM Partnerships Learning And Development Library & Learning Centre Vendors Clinical Programs and Support Services Information Services

  9. Do staff know what they need to know? • Support best practice • Needs Assessment • Quick and easy to complete • Print and online • Individual Report

  10. Staff Learning Needs Assessment • Objectives • To develop a comprehensive needs assessment for all employee groups • To identify and prioritize staff learning needs • To align individual needs with the program/department and/or discipline • To develop a corporate education plan

  11. Results of Staff Education Needs Assessment • Top Ten Content Areas for ROHCG

  12. This example of a Learning Script cites books, AV kits, and a web site.

  13. Next Steps • Analysis • Staff meetings with: • Programs • Develop plan • Collection Development • Course Development • Budget allocation

  14. ROHCG InternetPortal:Education Events

  15. ROHCG IntranetPortal:Library Services

  16. ROHCG IntranetPortal: Education “Mail Bag”

  17. Clinical Dashboard • Goal • To design, implement and evaluate an on-line clinical information tool in Geriatric Psychiatry • To support clinical decision making, education and research by presenting readily accessible information to health care providers • To customize dashboards according to clinician needs

  18. Clinical Dashboard

  19. Learning Management System • Advertises events • Registers participants • Processes payments • Tracks participation • Reports hours, resources and results by employee/discipline/department/program • Catalogues eLearning programs (Orientation, Clinical Knowledge, etc)

  20. Learning Management System

  21. The Future - eLearning • Exploit video conferencing between sites and community based teams for education and clinical discussions • List resources that address learning needs • Print • On-line • Library collection • Education calendar events • Upcoming conferences

  22. Evaluation • Measure benefits • Tangible/Intangible • Performance improvements • Return on Investment • Implementation Success • Stakeholder Satisfaction • Measure Costs • Measure Adoption and Usage

  23. Questions? Please contact me: • Cathy Cuzner • Ccuzner@rohcg.on.ca • (613) 722-6521 x6832

  24. Knowledge Management Part 2: Bluewater Health

  25. bluewater health mission Bluewater Health is committed to excellence in providing healthcare for our patients, support for their families, resources for our community and a positive working environment for our people. vision Bluewater Health will strive to be the best community hospital in Ontario.

  26. Respect Openness Service Compassion Teamwork Accountability Trust Integrity bluewater health values

  27. KM at Bluewater Health Jill Campbell Manager of Knowledge Management Bluewater Health jcampbell@bluewaterhealth.ca

  28. one librarian’s km journey • Setting the stage • KM definition • Group Exercise • Corporate readiness • Starting Out • Librarian’s role • The journey continues • Where the change led

  29. definition • Knowledge management is the creation, capture, exchange, use and communication of an organization’s intellectual capital. • Knowledge management is about enhancing the use of organizational knowledge through sound practice of information management and organizational learning

  30. exercise • What was the outcome? • What feelings were associated with the exercise?

  31. corporate readiness • Organizational Goals • “ Knowledge Organization – to investigate opportunities to support evidence- based decision-making through creation of knowledge oriented culture” • Culture Shift • 3 organizations into one entity – creation of Bluewater Health • Investment in culture shift with Leadership Institute • New facility design • Measurement • Increased benchmarking with peer hospitals

  32. the librarian???? • “ • As well as the drive to share knowledge as an organizational practice, librarians bring a deep knowledge of the mental pathways that guide those successful searches that match useful content to an eager patron” • Guenther, Kim “Knowledge Management Benefits of Intranets, Online 25(3) pp 22

  33. Identify- determine core competencies Collect- acquiring knowledge, skills, theories, experience Select- filtering , critical appraisal Store-organize Share- knowledge transfer Apply- decision making based on evidence, experience Create- benchmarking , proposals Sell-new services Review corporate directions and complete skills inventory Attend learning sessions, network, read…. Assess the “art of the possible” Systems and tools - Inmagic Presentations, articles, teams Plan Do Check Act, - imbed Km in goals and objectives Document, record – proposals, job descriptions Champions and marketing km process & the librarian

  34. journey continues

  35. Knowledge Management Part 3: Cancer Care Ontario

  36. Knowledge Sharing and KMThe good, the bad and the ugly Tamara Harth Cancer Care Ontario tamara.harth@cancercare.on.ca January 2004

  37. Agenda • Knowledge Management defined • Benefits • The critics • What to know before diving in • Lessons Learned thus far

  38. What is Knowledge Sharing? • The ability of an organization to systematically capture and organize the wealth of knowledge and experience gained from staff and partners and create links between groups and communities working on similar topics

  39. Mark his words… • “ technology is totally necessary but completely insufficient” Hubert St. Onge

  40. Benefits • Productive collaboration – accelerates learning and developing new capabilities • Decision making – right information at the time decisions are made • Coherence – alignment, not reinventing the wheel or repeating the same mistakes • Innovation – create value by sharing ideas and building on them

  41. Criticisms of KM initiatives • Evolved through hype • Latest Fad • “the techies are doing stuff with the Internet” • Apathetic • Don’t see link or benefit to their job or area • Promising unrealistic solutions • Generating misleading terminology • Prioritizing technology over people and processes

  42. Critical to KM initiatives • The value proposition must not be associated purely with technology but also align to business objectives • Focus should NOT be on looking to KM as a way to reduce dependency on humans by making all knowledge tacit but rather focusing on the strategic application of knowledge to improve decision making or create the conditions for innovation • Clear objectives associated with initiative • Support from Senior Management • Don’t expect Knowledge Management initiatives to happen overnight!

  43. How will things change • More collaboration • Improved accessibility • Improved work habits and processes • Increased visibility and transparency

  44. Critical Success Factors • High quality knowledge content • Integration of Interchange into business processes – specifically those that generate and disseminate knowledge content • User friendly and easily accessible

  45. Lessons Learned • Start Small • Sell as business process improvement rather than KM • Get Senior Management Team buy in • Negociate and be clear about KM ROI • Communicate, Communicate, Communicate! • Document and advertise the success stories

  46. Where it has worked • WHO • World Bank • NASA • BP

  47. References • Ellis, Steve. (2003/2004). Cultivating a knowledge culture. Knowledge Management, 7(4), 17-19. • Higgison, Sandra. (2003/2004). Your Say: KM on trial. Knowledge Management,7(4), 10-12. • Laporte, Bruno. (2003/2004). The Fad that would not go away. Knowledge Management, 7(4),13-16 • Saint Onge, Hubert.Leveraging Communities of Practice for Strategic Advantage. Butterworth Heinemann 2002

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