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Saturday, April 3, 2010

organizational knowledge management

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Knowledge Management in Health Care: Successful despite Technology By Shelley Burns


Technology and health has always had uneasy relations. On the one hand, there is the promise of technology and enhancements that offer health care. This includes improved access to medical information, efficient reporting, automation, reducing errors and processing more efficient. On the other hand, technology has been far from its full potential in health care, as too many competing systems create an integrated data difficult to obtain. In addition, charges and expenses include analysis of the data entry process is not streamlined.
Health face of these errors if the "true" technology for organizational Knowledge Management (KM) KM purposes without first identifying and understanding how a KM system will be used by administrators, doctors, managers and staff. Technology facilitates the exchange of knowledge, but not the end-all for managing knowledge effectively. Technology designed to increase interaction between community-minded participants, such as employee health, can improve the exchange of knowledge. But it is a process and organizational culture than the level of technology applied to create a KM system property or verifiable information vacuum.
Effective KM system is built on communication and education and flourish in the organization encourages learning together both inside and outside the hospital walls. This system of storing knowledge of history and knowledge that is created on the exchange of information between people who are interested in learning. Knowledge management systems are designed with a goal in mind, compared to only acquire the most sophisticated technology, is what will support healthcare organizations in streamlining processes, reduce costs and improve care.
Why Knowledge Management in Health Care?
health industry professionals aware that previous efforts, (eg looking for practical "best elusive" and apply as a commodity), performance improvement initiatives and toothless bureaucracy and less thought-out implementation of IT, does not cause better results and reduce costs . As a mindset, MI emphasizes the importance of knowledge and identify the value of knowledge at different levels. As a framework, KM facilitate access and transfer of knowledge, which helps to change behavior and improve the decision. Knowledge Management systems support health workers in using the knowledge available to develop learning organizations. This helps employees learn to criticize a compilation of ideas and successful practices to design practice of the "adjusted the Best" for the organization. A good KM system to help staff create and exploit new knowledge. It is capable of driving the decision, change and improve all levels of the organization. And, in an era of rising costs and declining reimbursement, an effective KM system is almost essential to the health organization's process improvement and cost reduction strategies.
Hospitals can be separated places, which makes it difficult to gather 'knowledge'. Measurable clinical research side and know the results, but the operational side of the hospital does not have this information. Consider this example. An operational staff of the hospital may realize profits increased to change one of the products used for patient care management. However, the staff struggled when it came to show the cost / benefit for the administration and to the doctor. A KM system offers access to hospital staff and contact strategies, so they can learn how others have successfully done the same situation.
Can We Talk?
Hospital staff are willing to share their knowledge with others in the field, although this is often done informally, such as networking at conventions or conversations with colleagues internally and externally. Effective KM systems utilize this opportunity.
How can a KM system change behavior and improve the decision? One department concerned with maintaining the hospital staff, particularly given the current shortage of nurses. Typically, managers struggle with issues of his own staff or rely on a few colleagues in the department. However, what if the manager can be connected with internal colleagues and ask for her advice, even though these employees work in related departments? Insights and perspectives from the outside "" may be very useful. How do I contact colleagues at other facilities? Effective KM system that will facilitate 'shared experience' between people who are struggling with staffing problems. This is also the archives from the interaction of brainstorming solutions for use as a basis for growing the knowledge collective group. This information is then accessible as a manager at the hospital (in a hospital or other facility) face the problem of retention.
Other hospitals generally use methods to gain knowledge is to gather ideas from many experts, as is done while attending a conference or convention. However, how that information is disseminated throughout the hospital or health organization if only two employees to attend the convention? If it is difficult to share and develop ideas in a single department or even in one hospital, how can anyone expect the cross-exchange of the hospital to prove fruitful? Clearly, more difficult to share information when individuals are not physically together and even more complicated when the individuals are employees of different health organizations. Benefit sharing as a large reservoir of knowledge is colossal. Technology is a must in this case.
≠ Knowledge Management Information Technology
Effective KM can not be considered, not to be treated, just as another exercise in information technology. Unfortunately, because of access and distribution of technology enhancements provide, the health administrators often have distorted views of the KM system as an information technology system or as a solution needed to be implemented. While the technology to improve the sharing and exchanging information, even the most technologically advanced system that KM will not solve every dilemma. KM is the key to successful implementation:
· Identify knowledge to exchange and distribute
· Determine how the knowledge will be managed
· Match technology and resources appropriate to the cultural and organizational needs
Another fallacy about MI is that "knowledge" can be reduced to the document and then a warehouse in a computer database for people to access needed. Improvements resulting from a KM system comes from personal interaction, sharing experiences, taking action and results recording, to grow the collective knowledge of a group and build new knowledge from the experiences of others. Warehousing technology based only on knowledge of "document" or best practices are not successful in driving change and improvement within the organization.
Resources are needed beyond the technology to manage knowledge effectively. Group interaction should be facilitated, the results should be archived and reinvested in the pool of knowledge and management actions and changes must be supported by the organization. Effectively manage and utilize the knowledge within an organization can not deliver to IT systems.
Apply Thought Technology
Organizations have a habit of buying the system, the largest KM latest in the market, if no other reason than because other people do the same. However, the complex system that is not called upon to tend to be reluctant to breed. Whether the hospital or health organization really needs the latest and greatest? When analyzing the implementation of KM system, first determine what is actually needed to meet the needs of the hospital. For example, take a simple suggestion box. Is making the practical suggestions of employees or a cynical comment? Is the suggestion box easily accessible? Did the hospital culture encourages suggestions and incorporate them into the routine of the organization? If so, this is a KM system is working and usable. This is when the technology really can improve the system by expanding our reach and provide a historical warehouse implementation. But, when the suggestion box is not used properly, it has, the biggest new, sophisticated computer technology, the suggestion box will not fix anything. Again, an organization needs to "learn" to appreciate the culture of collaborative learning is obtained through the KM system.
Some organizations have overcome these obstacles by using technology as a tool rather than as a solution. Technology can improve the exchange of knowledge by providing a model of multiple access (interactive events and data warehouse) and wide distribution of new ideas and innovative. Abstract thinking and archiving of documents events and allow managers to actively apply the lessons of others and apply that knowledge to their daily work.
Hope Competition Managing Users and Administrators
Unless it takes to fill and easy to access in their daily routine, KM systems may be negligible. Health walk at a speed which is very busy and staff may need to spend a little time navigating the KM system to obtain useful information. Administrators will not support the KM effort unless they see the show results. Consider the following criteria when weighing the pros and cons of a KM system:
· What organizational goals for the KM system?
· Where existing knowledge?
· How knowledge is transferred?
· Who will have access to the system?
· How right of access will vary between members of staff?
· How each department will use the system?
· How will the ideas exchanged, in-house exclusive or with other organizations?
· What is the structure of the KM system? Is it just create a directory of experts, or will also create a community of active learning (active learning)?
· What amount of support will be needed at each level?
· How easy is it?
Never serve an organization to design a system with all the fancy bells and whistles, just to have a slick feature. Create a KM system that is consistent with the way the hospital staff will use it. If the goal is to inspire employees to think 'outside the box', the system can be designed to facilitate this. The best way to manage the competing expectations is to understand all fronts. Health industry, in particular, have no funding to pay for underutilized features.
Key Components for Successful KM System:
1. Meet organizational goals. A KM system is structured around the goals of the organization will support employee efforts to achieve this goal. John Ager, Department of Endoscopy Team Coordinator for Sentara Health System, located in Virginia Beach, Virginia, has participated in a monthly teleconference call with national colleagues. "This is part of the destination hospital for hospital benchmarking is very strong on sharing information and previous methods are not effective .. Before the teleconference call, we conducted telephone communication, that is hardly the best. Now we have set up scheduled times each month and our new Just picked up using a knowledge-based computer. "
2. Address social networking. If employees feel they belong to certain groups, they are more likely to share successes and failures with the group. Share this failure is particularly useful for knowledge management systems because people tend to learn more effectively when they say / show what not to do. Develop a knowledge society or a community practice (COP's) around the functional and clinical topics. Organize events where staff can share experiences (especially failures) without fear of social networking censure.Collective history is important. Background information from all participants at COP build a basic, common history, which hardens commitment to the process groups and the exchange increases. "I really enjoy participating," said Ager. "It really helped me get a better picture about the field I'm in because I really have only one direct interaction with someone who is opposed to the old process where you will have a set of your questions remain 'd e -mail to them. Later, you will try to contact them to get answers or they will fax their answers back to you it is not clear and concise .. this is in progress and I like the direct and personal response back, "said Ager.
3. Archives of existing knowledge. Make a note of history to classify and abstract knowledge gained from the interaction. Easier for users to find relevant learning. Ager uses its KM system to share documentation prior to the actual teleconference with other participants. They use spreadsheets and data management for reference when talking on the phone. "I have found this aspect is beneficial because as we speak, I can see the information directly and spurs the question for me too," said Ager. In addition, all participants received an e-mail the sum of the teleconference (created by the system coordinator KM). Call topics are based on suggestions and questions introduced at previous teleconferences. If one facility has a specific question, the coordinator will ask for examples related to the questions from all participants, summarizing the information and then forward it to all facilities.
4. Facilitating the "new" knowledge. Knowledge comes from many sources, including knowledge forum, conference calls, research articles, surveys, and polls. Encourage participants to exchange ideas and share experiences, challenges and successes. Most people are not able to develop an action plan with just read or analyze data. Instead, they were more inspired by talking and exchanging ideas. According to Ager, "Participating in the teleconference call is one of the best ways to share information that I have been exposed in the last nine years since I've worked for this facility. It gives me real time data and real people to talk with the issue constantly changing. . At one point, the staff is a priority in several facilities and because we share information, other facilities to apply the ideas together when it is time for them. This is easier than seeing a piece of paper with the raw data on it wondering what should be done with it. "
Moving Forward
The explosion of instant accessibility of information technology and has created a powerful solution for the healthcare business. Health should invest in resources and technology wisely. A well-considered resources and implementation of KM will enable organizations to leverage data, knowledge and experience to improve patient care and lower healthcare costs. Why 'reinvent this conversation' when they've happened many times? KM system designed to serve the organizational objectives, and built to encourage social interaction that encourages the exchange of knowledge, will assist the organization in the health care revolution.
Sidebar: The Key to Creating New Knowledge Use this idea when designing a KM system:
· Create Community Practice (COP)
· Medium COP process to extract the learning
· Make available learning
· Determine how success is divided and how the failure to communicate
· Analyzing failure for future learning
· Produce, abstract and categorize records of historical knowledge
· Provide multiple access points for participants

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