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Km Chicago Zpm Fnl

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This session was done to support a brainstorming session on the role of knowledge management as a safety culture support/enhancement strategy .

This session was done to support a brainstorming session on the role of knowledge management as a safety culture support/enhancement strategy .

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Km Chicago Zpm Fnl Km Chicago Zpm Fnl Presentation Transcript

  • Knowledge management in health care: opportunities for collaboration Lorri Zipperer, Cybrarian Zipperer Project Management June 10, 2008
  • Context of my musings
    • Patient safety
    • Systems thinking
    • Learning organization / safety culture
    • Sharp end / blunt end dynamics
    • Shared experience to inform improvement
  • Info ≠ Knowledge
    • Knowledge: “What the knower, knows. 1 ”
    • Knowledge management: Creating processes to systematically acquire, disseminate and apply what is known. Knowledge management will help an organization be clear about the knowledge it takes in, how that knowledge is used within the organization and what knowledge is useful for their clients. 2
    1. Davenport TH, Prusak L. Working Knowledge.. Boston, MA: Harvard Business School Press; 1998. 2. Donaldson LJ, Grey JAM. Qual Safety Health Care. 1998;7(Suppl):S37-S44.
  • The abyss of terminology
    • Knowledge ….
      • Management
      • Transfer
      • Exchange
      • Sharing
      • Translation
    • Institute for Healthcare Improvement
      • Collaborative
      • Saving lives campaigns
    • Electronic Medical Records / CPOE / Decision support / process of care info
    • Error reporting systems
    • Simulation
    • Rounds: clinical and executive rounds
    • Sharing Stories / Children’s: MN
    Knowledge sharing: HCare perspective
  • KM in hospitals / librarian involvement
    • Examples used in a 2006 survey to illustrate KM roles in hospitals included:
      • expertise directories
      • managing communities of practice,
      • collecting and sharing best practices.
    • While only 26.10% of the survey respondents (n. 318) reported being involved in KM activities, almost half (48.43%) of respondents do not participate in KM activities. This is a 20.38% decline from the 2003 survey where the roles were not defined in any way.
    Unpublished data. Zipperer / Sykes. 2008
  • Translation opportunities: does this sound familiar?
    • No time
    • RIO and improvement metrics unclear
    • Elder statesmen aren’t believers
    • Reward for contribution lacking
    • “ Build it and they will come” mentality
    • Consumer involvement effort evolving
    • Colleagues often used as info resources
    • KM role not seen as a core activity
  • Unique challenges
    • Team members change often
    • Highly complex environment
    • Leadership at “sharp end” varies
    • Workforce not necessarily technology enabled or engaged
    • Immediate and emotional nature of failure
    • Hierarchy socially and culturally established
    • Evidence / innovation adoption/ diffusion issues
  • Dialogue: how to apply non-Hcare KM success
    • Seek points for leverage
    • Define opportunities for cross-pollination
    • Discuss infusion of process changes into “daily work” to avoid overload and to ensure an implementable, reliable and sustainable KM effort.
  • Brainstorming ROI
    • What would you think is:
      • Measurable
      • Manageable
      • Marketable
    • What might be ideal tests in the clinical environment?
  • Thanks …
    • Lorri Zipperer, Cybrarian
    • Zipperer Project Management
    • [email_address]
      • Join the discussion at:
      • http://patientsafetylib.blogspot.com/