Knowledge Management Information and Communication z A discussion about the types of information and current communication methods used by public health agencies, and with clinicians and other stakeholders. Knowledge Management z A look at how technical tools may assist with and improve the management of information, and facilitate collaboration. Slide 2
SARS z Reviewing the Canadian response to SARS, the National Advisory Committee on SARS and Public Health explained: z Having the right information and knowledge with coordination of activities in a carefully planned infrastructure is important in public health because of a population-wide and preventive focus. z Essential if we are to be effective in managing public health emergencies. z Recommendation to “build capacity by strengthening individual skills and by sharing knowledge across jurisdictions.” Slide 5
z Information: a description, definition or perspective (what, who, when, where). z Knowledge: “the facts, feelings or experiences known by a person or group of people” ... Patterns and implications (how). Slide 6
z Knowledge originates from information (“the range of one’s information”) and includes familiarity, awareness, association, and understanding. z “Applied Information” Slide 7
— Explicit Two Types of Knowledge: Explicit and Tacit z Explicit: Knowledge represented by an object, such as a document, database or video. z Generally, such information is organized or presented in a certain manner for communication or future use by another person. Slide 8
— Tacit z Tacit: Knowledge a knower knows z Generally, such information is organized or presented in a certain manner for communication or future use by a person. Slide 9
Communicated — In Person z Knowledge is not automatically stored, notes are generally recorded during group meetings by individuals. z No central repository for the information gained. z No method to add to or modify the knowledge shared among participants. z Advantage of in person communication compared with other forms of communication: open communication with the ability to read non- verbal communication (gestures and body language may add emphasis or provide a ‘message.’)
Conference Calls z Knowledge is not stored and there is no method to add to or modify the knowledge shared among participants. z Not all stakeholders receive same information as information received by participating individuals. z “Effective but highly inefficient. Individuals who were key players in the response at all levels spent many hours every day on conference calls.” National Advisory Committee on SARS and Public Health, Learning from SARS: Renewal of Public Health in Canada, October 2003. Slide 11
Conferences z One time event and there is no method to add to or modify the knowledge shared among participants. z Difficult to reuse the knowledge shared ― Will you find your handout if you need it in the future? z Advantage of conferences compared with other forms of communication: networking (synchronous). Slide 12
of the email inbox is necessary to retain knowledge. z Management of the inbox relies on a specific user. If a user leaves, email is easily lost and everyone is in the dark. z Eventually the IT Department reduces or limits the size of an inbox. Knowledge Communicated — E-Mail Slide 13
E-Mail z The knowledge gained is, at best, known by a recipient, then probably difficult to find or becomes lost. z Cannot search through emails and attachments easily. z Allows for distribution to users only specified and it is possible someone is initially left off or will be dropped from the distribution list during future email conversations. Slide 14
facilitate comments and discussions around documents. z You do not know which files you have seen and you cannot indicate which files are the most important to you. Knowledge Communicated — Network Drive Slide 15
difficult to develop documents collaboratively. z You have to search shared drives and your email application to find information. z Generally, meant to facilitate storage and not collaborate (communicate knowledge). Knowledge Communicated — Network Cont’d Slide 16
Online Messaging z Examples include message boards and instant messaging (online chat and meetings). z At a meeting or conference, the person speaking controls the exchange and with online communication, context must always be reestablished. z Difficult to store and organize. Slide 17
online communication: z An individual should identify when he or she is available to receive or respond to communication. z Individuals should maintain rapport and continuity on a regular basis. z May be asynchronous. Knowledge Communicated — Online Messaging Slide 18
management involves efficiently connecting those who know with those who need to know, and converting personal knowledge into organizational knowledge” The Yankee Group Slide 19
— Collaboration z Apply your organization’s (and other organizations) collective wisdom to achieve specific objectives, regardless of geographic or physical constraints. Slide 22
— Effectiveness z Ensuring the right people have the right knowledge they need, where they need it, when they need it. Capture/Collect Gather, compile, store in a repository. Share Transfer between Individuals and Groups Access Dissemination Discover/Create See patterns, analyze data, produce new knowledge Organize Classify, categorize for retrieval. Slide 23
Centralization z Knowledge Retention / Centralization z All information and content is stored in a central and secure online location and is searchable. z The information may be disseminated. z Knowledge is stored with use of classification schemes/codification. Slide 24
z Knowledge Retention / Centralization Benefits z Find information: z You generated yourself; z Someone completed, sometime and someplace; z You believe to exist, somewhere; and z Not known to an individual (because the information was presented, an individual finds such information helpful); Slide 26
z Connect People — Knowledge management allows for informal groups of experts to connect (or reconnect) with one another in a self-organizing, boundary spanning community. z Maintain valuable contacts and facilitates the generation of new ideas. Slide 28
z Comments and discussions displayed with attached or associated documents. z Associate information with knowledge ― who knows what. z Facilitate questions and comments, and sharing of similar information. z Research and share new things. z A participant may begin a new discussion or ask a question. Slide 29
— Collective Intelligence z Collaboration harnesses the collective intelligence of individuals who approach problems from different directions. Slide 30
— Trust/Speed z Building Trust: By obtaining information “found” or known by others; a sense of the group’s shared purpose is felt/evident. z Speed: Communication of potential issues and ability to see possibilities. Slide 32
Sharing — Proactive z Foundation for a Proactive Approach z Through a culture of knowledge sharing, health care professionals across different organizations work together to identify issues before they become high risk. Slide 34
Sharing — Public Information z The public requires SARS information as soon professionals are willing to provide such information. z Knowledge management may facilitate identification of public information, which may then be readily released in an electronic format. Slide 35
Knowledge management has received attention in recent years, with use primarily by technology companies. z Recognition many jobs involve “knowledge work” ― a job depends more on knowledge than manual skills. z Availability of technical solutions allowing efficient creation, use and sharing of knowledge among organizations. z The benefits “sound good.” Slide 36
Necessary? z Do we know everything we should know? Are there gaps in our knowledge? z Do we share what we know and what we learn? z You have your own knowledge and it is important. Is your knowledge available to others? To yourself, later? z Is knowledge lost when a staff member leaves or retires? Slide 37
Necessary? z Is there knowledge sharing between individuals and organizations? z Relationships are important — Clinicians, epidemiologists and other professionals depend on one another. Slide 38
Management Important for SARS? z New information and advances concerning SARS are constantly available and, therefore, new knowledge is available for stakeholders to know. z Such information is from multiple sources, leading to an exponential increase in the amount of information to review. Slide 39
Management Important for SARS? z New Information New Questions How would we know that animals have SARS? Would the vets be testing for it, is there some kind of test for animals that would confirm SARS? If SARS was found among animals, how would it be handled? Any compensation (monetary) being offered to individuals that are quarantine due to TDH guidelines if they have lost income? How can we realistically deal with all of the febrile patients with respiratory symptoms who will be coming in to our ER's this season? Can the state step in if it should become difficult to obtain supplies necessary for a SARS outbreak....things like N95 respirators. Will TDH lab be able to confirm SARS cases this fall or do we have to await for month to hear from CDC? How do infection control staff get SARS results and describe what the various results mean to us, as well as how we use results to define the SARS status of a patient? How extensive an isolation do we have to achieve of someone who has traveled from a SARS affected area and may have some mild sx. (this would help with crowd control as others go into a state of panic). What is the assessment of the occupationally-acquired cases among staff members who were reportedly using personal protective equipment? Specifically, was the respirator used adequate for SARS? Will the presence of a bacterial or viral pathogen negate any further testing? Slide 40
Management Important for SARS? z The review of information is important considering the risk factors associated with missing critical information. z Critical information, previously reviewed, must be quickly found and delivered once required. z Expectation of a timely response introduced by use of instantaneous communication tools including email and mobile telephones. z Rapid transmission of SARS. Slide 41
Management Important for SARS? z For SARS, people from different organizations are informally bound together by common interest and have exposure to a common set of problems. z Seek information and to further understanding. z Knowledge management can be a tool to help bring people together. Slide 42
Management Systems z CDC’s Epidemic Information Exchange (Epi-X) z World Health Organization network for the multi-center research project on SARS diagnosis. z SARS Accelerated Vaccine Initiative (SAVI) ― British Columbia Slide 43
Management — Epi-X CDC’s Epidemic Information Exchange (Epi-X) z Notification of ongoing and complete outbreak investigations, submitted by epidemiologists, via email to federal, state and local epidemiologists. z Review of information in a secure web-based environment with the ability to read and add comments, and include attachments. Slide 44
Management — Epi-X CDC’s Epidemic Information Exchange (Epi-X) z Members of Epi-X may retrieve contact information, bio, and area of expertise of other members. z Accessible via a search function and the author’s name associated with posted information. Slide 45
Management — WHO World Health Organization network for the multi-center research project on SARS diagnosis. z Email and use of secure web site to share outcomes of investigation of clinical samples from SARS cases in real time. Slide 46
Management — WHO z Sharing includes: electron microscopic pictures of viruses, sequences of genetic material for virus identification and characterization, virus isolates, and samples from patients. z Sharing can be analyzed in parallel by several laboratories. z Allows for instant validation of laboratory findings between network members. Slide 47
Management — WHO “This resulted in a very early exchange of ideas, results, reagents and protocols and significantly speeded up identification of the coronavirus and confirmation of its link to SARS…. This successful process should be studied, codified, strengthened, and replicated wherever necessary.” National Advisory Committee on SARS and Public Health, Learning from SARS: Renewal of Public Health in Canada, October 2003. Slide 48
Management — SAVI SARS Accelerated Vaccine Initiative (SAVI) ― British Columbia z Team of scientists and researchers share knowledge and collaborate online as a way to accelerate the vaccine discovery process. z Coordinate research activities such as vaccine formulation, genomics, and immunology. z Identify domain experts. Slide 49
Knowledge Management — TDH Texas Department of Health, accessible via the Health Alert Network by local, regional and state clinical, public health, and law enforcement professionals. z Enhance information sharing during a biological event, and during a non-event, including the sharing of disease information, resources, and decision-making processes. z Tool for simulation-encounter training using the same knowledge and skills that will be called upon during a real pandemic. z Relationship building within TDH, with local and regional levels, and between organizations. Slide 50
For success, there is a direct relationship between an organization’s approach to knowledge management and its ability to achieve its objectives. z What are the objectives? z What knowledge management initiative helps the organization meet those objectives (while meeting financial constraints)? z Will the organization be in front of (via executives) and support (via “knowledge workers”) knowledge management? Slide 51
Requires Change z Creating a knowledge environment may require changing organizational values and culture. z Breaking down “silos” by reaching across organizational lines. z Changing the habits of individuals who seek to leverage knowledge for his or her personal gain. Knowledge Creation Knowledge Sharing Leadership Culture Infrastructure Slide 52
z Copying the practices or technologies of one organization to another will likely be unsuccessful. z Each organization faces different challenges and environments. People in an organization may create, share and use information by different methods than people of another organization. Slide 53
z Knowledge management requires significant investment to deliver results. A knowledge management solution must fit an organization’s: z specific needs (tied to objectives); z current processes of knowledge management including the creation, capture, classification, and sharing of knowledge; and z people (keep it simple and it should not add or duplicate a current work process). Slide 54
z Existing functions, including a library or an organization’s intranet, should become part of a wider knowledge management scheme. z Knowledge management should complement existing structures by allowing for collaboration, information exchange and sharing of best practices across boundaries of time, hierarchies and organizational structures. Slide 55
z Technology is an enabler of knowledge management by connecting people with information and people with each other. z It is not the complete solution. z Over promising benefits results in disappointment and may reinforce scepticism and lead to rejection. z Limit efforts to strategies likely to make the most significant difference, such as key processes. Slide 56
z In Canada, the National Advisory Committee on SARS and Public Health explained, “the single largest impediment to dealing successfully with future public health crises is the lack of a collaborative framework and ethos among different levels of government.” National Advisory Committee on SARS and Public Health, Learning from SARS: Renewal of Public Health in Canada, October 2003. Slide 57
Vendors and Applications z Online Discussion / Collaboration: Divine, Documentum eRoom, Entopia, ePeople Teamwork, Hyperwave eKnowledge, iManage WorkSite, Jive Software, Kamoon Connect, Knexa Tribute, Kubi, Lotus Workplace, Nstein Work2gether, Open Text Livelink, Oracle, Silverorange, SiteScape, Tomoye, and Vignette Business Workspaces. z Weblogs (Blogs): Blogger, Drupal, MoveableType, Pebble, pMachine, Radio, Roller, and Traction Software. z Wiki (Collaborative Online Database): Confluence, pyWiki, PHPWiki, SnipSnap, TikiWiki, and UseModWiki. z Groupware (Project Specific) Applications: EDS Teamcenter, Groove, Niku, Primavera, and Tacit ActiveNet,. z Portal: IBM, Microsoft SharePoint, and Oracle. z Data Mining: Hummingbird, iManage and Convera.
Knowledge Management World http://www.kmworld.com z Column Two http://www.steptwo.com.au/columntwo/ z KMNetwork http://km.brint.com z CIO Knowledge Management Research Center http://www.cio.com/research/knowledge/ z KMTool http://www.kmtool.net/ Slide 59
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