Transcript Document 7210434

Accelerating Clinical
Transformation Using Community
Collaboration Tools
Using online communities to accelerate
innovation adoption
Janet Guptill, President
KM At Work, Inc.
Neal Sofian, CEO
The NewSof Group, Inc.
Copy write 2006 The NewSof Group & KM at Work
Clinical Transformation
and Communities of Practice
 Why do we know that communities are a key component to
accelerating adoption of innovative practices and technologies?
 The science behind individual behavior change
 The basis behind organizational change
 The role that communities and social networks play in creating change
 How do we systematically address accelerating adoption of
innovative practices within hospital systems?
 Lessons learned from the practice of knowledge management
 Examples of hospital systems engaged in communities of practice to
accelerate transformation
 How can Perot Systems, KM At Work, and NewSof bring a
combined solution to its hospital system clients?
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The Problem
 Medical costs are too high
 Access to medical care is inconsistent
 Patient outcomes are not as good as they should
be
 Practices are not optimal and significant variations
persist, even with evidence-based medical
guidelines
 Limited means to measure change and progress
 Knowledge remains in unusable silos
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Creating Systemic Change Within & Across
Hospital Systems is Critical
Hospitals need a simple way to learn from their peers in
order to:
 Share both formal and informal successful practices,
success factors and lessons learned
 Access a searchable repository of content, both internally
developed and externally contributed, to identify evidencebased practices, relevant research, and context-sensitive
knowledge
 Identify and extend the reach of expert resources across
member hospitals
 Connect with peers for just in time access to critical new
knowledge at the point of care and the point of need
 Create and develop new knowledge regarding business and
care practices
 Improve formal and informal communication regarding
common projects, challenges, and environments.
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Guiding Principles – Diffusion of Innovation
• Transferring knowledge is often not enough; need to figure out
how to transfer capabilities as well, through human and technology
enabled support systems
• Getting an organization to adapt new ideas requires a process of
re-invention—people need to own the result as their own idea-10 Critical Dynamics of Innovation
Diffusion:
1.
Relative Advantage
2.
Trialability
3.
Observability
4.
Communications Channels
5.
Homophilous Groups
6.
Pace of Innovation/Reinvention
7.
Norms, Roles, and Social
Networks
8.
Opinion Leaders
9.
Compatibility
10.
Infrastructure
Source: Diffusion of Innovations,
Everett Rogers, 1995
“Diffusion is the process by which an innovation is communicated through
certain channels over time among the members of a social system.”
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Requirements of Effective System Change
 It Ain’t Dog Food if the Dog Don’t Eat It!
The program is only as good as the users willingness to use it
 Suction, Not Pressure!
Develop internal motivations, align incentives
 Information is Not Enough
If it was we wouldn’t be talking today
 Watch What They Do, Not What They Say!
People often tell you what they wish rather than how they actually behave. Design
interventions and communication accordingly.
 Listen to Your MoM!
(Microcultures of Meaning) Useful information is made relevant through people
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Creating Systemic Change
 Focus on the reach and richness of content (information alone
is not enough)
 Creating change is both an individual and organizational
process
 Think of behavior as a transaction by creating a health action,
medical event, care process, or business exchange
 Create micro-cultures of meaning (to create context, tacit
knowledge, and connectivity) at both the individual and
organizational level
 Make contextual information available at the point of care or
need
 Incent all parties toward the same outcomes
 Integrate multiple mediums and learning styles
 Focus on what people do, not what they say
 Start with the person, not the risk, issue, or technology
 Build relationships and process, not products and programs
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The Science
 Recent report: human beings are “Hardwired to Connect”
 We are “biologically primed” for finding meaning through
attachment to others
 Learning is social
 Acting on learning comes from context
 Context comes from the groups of like meaning or Microcultures of Meaning (MoM)
 Social Constructionism demonstrates that learning is always
based on the context and language or stories of the group
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Change drivers in an online community
 Communication – pervasive, ongoing, and multi-modal – don’t
rely on email alone
 Context – Information is not sufficient to create change; it must
be presented with the context to make it useful
 Coaching – A suite of tools over time using multi-modalities and
learning styles based on the degree of complexity or challenge
in adopting the new behavior
 Connections – Change processes and support resources need
to be customized to the audience - Build relationships, not
products – Strive for continual improvement not a single event
 Coin – Align incentives of all the stakeholders and participants
 Culture – It is part of the core, not peripheral to a strategy Personal stories/experience are a key driver in transmitting this
strategy - Start with the person, not the technology or problem
 Create Microcultures of Meaning (MoM)
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Timeline of Behavior Models
1927
1930s
1935
1950s
1957
1958
1968
1972
1975
1977
1979
1980
1982
1982
1982
1982
1985
1986
1991
1992
2000
Pavlov
Skinner
Lewin
Hockburn, Rosenstock,
Kasl, and Cobb
Festinger
Heider
Slovic and Liechtenstein
Sayeki
Rogers
Bandura
Bettman
Green
Kotler
Leventhal, Zimmerman,
and Guttman
Prochaska and
Diclemente
Ajzen
Marlatt and Gordon
Bandara
Green and Kreuter
Langer and Warheit
Newton and Sofian
Field Theory and Group Process
Health Belief Model
Cognitive Consistency Model
Attribution Theory
Prospect Theory
Multiattribute Utility Theory
Protection Motivation Theory
Social learning theory
Consumer Information Processing
PRECEDE
Social Marketing
Self-regulation theory
Transtheoretical model
Theory of Planned Behavior
Relapse Prevention Model
Social Cognitive Theory
PRECEDE-PROCEED
Pre-adult Health Decision-Making Model
Microcultures of Meaning
Celeste Cafiero, Fern Carness, Changing Patient Behavior
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What is a Microculture of Meaning?
A community of people with common need or purpose
It’s about connecting people and their knowledge (explicit
& implicit): allowing them to communicate, share common
experiences, interpret information, solve problems
(personal, social, work), collaborate
It assumes the consumer as well as the provider of
information is a valuable source of actionable knowledge
It can be a virtual support group, a form of intervention,
training extension or a community of practice
It is a way to build a comfortable ‘place’ which facilitates
action - intertwining interaction with contextual and
professional information
It is designed to turn information into usable knowledge
It is far more than a collection of applications
Interactions match normal community behavior with the
added benefits of the reach and richness that technology
can support
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What is Context?
The beliefs, values, institutions, customs,
labels, laws, divisions of labor, and the like
that make up our social realities are
constructed by members of a culture as
they interact with one another. That is,
societies (communities) construct the
‘lenses’ through which their members
interpret the world” (Freedman, 1996). We
see this as central for empowering effective
change at an individual or organizational
level.
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Why is Context Important?
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Creating Community within a Hospital
System and Across Systems
Make
networking
explicit &
expected
Create room
for reflection &
re-invention
Knowledge
requires
connecting
people and
content
Technology is
essential but not
sufficient
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Who is Like Me?
Me can be based on:
 Demographics: age, sex, ethnicity, marital status, geography, work type
 Circumstances: disease/risk state, club affiliation, employer, job role, a
common problem and/or task, intra/inter mural work team, a common
passion and/or need
 Common experience: professional affiliation, alumni/veteran, an
academic pursuit, attending particular events, caring for someone with a
disability, hobby
Me can be any or all of the above and more!
In a hospital setting Me is often defined in terms of:
 Physicians: similar specialties, training, patient mix
 Nurses: similar care setting, job responsibilities, roles in care process
improvement
 Managers: similar functional responsibility, strategic priority
 Patients and Families: based on disease, condition, or medical
experience
 Facilities: demographics of patients, physical setting, affiliation
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Five Key Elements to Effective Collaboration
1. Trust: Participants must feel this is a trusted source of useful
knowledge
2. Relevance: The knowledge that is shared applies directly to
them
3. Urgency: The resources shared will help a member solve a
problem quickly
4. Incentive: Collaborating helps advance career and/or job
status or even personal health – it’s worth it
5. Reciprocity: “If I help someone with my knowledge or
experience, someone will help me”
These are encouraged and reinforced within a MoM
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Guiding Principles – Communities of Practice
Connecting people through online/offline communities of practice
involves building a set of tools that simplify communication, link
people to content, and provide measurements of value and
impact-Key Technology Considerations
for Supporting Communities of
Practice
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Presence and visibility
Rhythm
Variety of interactions
Efficiency of involvement
Short-term value
Long-term value
Connection to the world
Personal identity
Communal identity
Belonging and relationships
Complex boundaries
Evolution: maturation and integration
Active community-building
Source: Etienne Wenger, Supporting Communities of
Practice, March 2001
“Ideas and products and messages and behaviors spread just like viruses do.”
-Malcolm Gladwell, ‘The Tipping Point’
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How a MoM Works Online
Personal Behavior
The Online Functionality*
Greeting/Welcome
Registration, Personal Web Page & Profile, Welcome
email Prepackaged links (based on profile) of applications,
people, content, resources for new users
Gathering
Member Directory, Search, ‘Friends List” Chat
Giving/Referring
Discussion and Chat, Resource Contributions and opinion giving
Ratings, volunteering, and Expression Gallery
Finding Help, Sharing
Resources, Ask the Community Manager, Search
Helping/Instructing
Multimedia Stories, Talk shows, Web logs, Moderated
Chats and Discussion Boards, Web casts
Family/Patient/Peer
Web logs. Secure internal email, External email Updates/notification
Connecting
Email, Chat, Discussion Boards, Group Web logs
Relationship forming
Tailored newsletters, personalization filters and email
notification of relevant knowledge, people, status within
the community, and resources
*All functionality must be tied together matching human behavior. The whole is always greater than the sums of the functional parts
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How a MoM Works Online
Professional Behavior
The Online Functionality*
Greeting/Capabilities
Registration, Personal Web Page & Profile, Welcome assessment, team
building, email Prepackaged links (based on profile) of applications,
people, content, resources for new users
Team Development
Member Directory, Search, ‘Friends List”, Chat, Web connection
interface
Collaborating, Co-development
Discussion with Presentation and Chat, Resource
Contributions and Ratings and Expression Gallery
Proven Practices
Resources, Ask the Community Manager, Search
Training, Online seminars
Professional Development
Multimedia Stories, Talk shows, Web logs, Moderated
Chats and Discussion Boards, Web casts
New Research, Innovations
Web logs. Secure internal email, External email Collaborating
notification
Networking, Shop Talk
Email, Chat, Discussion Boards with Presentations, Group
Web logs with controls over access
Grand Rounds, In-service
Tailored newsletters, personalization filters and email
Project Status
notification of relevant knowledge, people, and resources
*All functionality must be tied together matching human behavior. The whole is always greater than the sums of the functional parts
Copy write 2006 The NewSof Group & KM at Work
Sample Collaboration Tools
 Community building and connectivity tools:
 Personal repository for all user saved content, presentations/education
sessions attended and the members who attended, people of personal
interest, resources, lessons learned, web logs, identified discussion
boards, external weblinks, etc.
 System-generated messages, surveys, announcements, service
offerings, education schedules, etc.
 Community Member web pages, sharing contact information and
member interests and needs, to support expertise locator function
 Ad-hoc communities for attendees of events to support ongoing
discussions
 Discussion boards (asynchronous)
 Chats (real-time)
 Email tied to existing email systems, as desired
 Individual and/or group web logs
 Special events capabilities: Web casting, moderated chats, etc.
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Sample Collaboration Tools
 A searchable content repository:
 Audio, video, presentation, and support materials of in-person,
teleconference or other educational programs
 Email notification of all new content, resources and connections as
desired
 Searchable and rate-able research, resources, people
 Accessible intuitive web pages and directories for individual users
 Easily searchable successful practices, case studies and lessons
learned (can be submitted and/or retrieved) and attached documents
 Resource/document sharing in multiple formats
 Online surveys with ability to deliver tailored responses and
information
 Benchmarking capabilities regarding successful practices, resources
and lessons learned
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Knowledge Management
Three typical uses in hospitals
Clinical Decision Support - Incorporating
evidence-based medical knowledge
Performance Improvement - Using scorecards,
analysis methodologies, etc.
Multi-Site Collaboration - Collaborative knowledgesharing forums
Build trust
Facilitate peer-to-peer knowledge transfer
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Collaboration Tools – Connecting Resources and
People in Real Time and When There is Time
Who else faces similar
challenges to mine?
Who has
expertise in
this area?
Is anyone else working
on problems like mine?
What ideas have been
tried and tested?
How can I share what I
have learned?
Is there a recommended
way to do this?
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Collaboration Tools
Lessons Learned from Other Industries
$1.5 million in savings from
two of its communities of practice
Saved “tens of millions of dollars” by creating a
worldwide repository of “best practices”
Gained $1.5B in annual wafer manufacturing
capacity by sharing “best practices”
More than $1 billion in documented
bottom-line savings since 1995
Virtual collaboration has become the way
business is conducted - APQC.org
$50 million a year in travel cost avoidance
and $6 million annually by finding information
more quickly through its KM initiative
Saved more than $150M in the first year of an initiative to identify and share marketing best practices
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Health System Collaboration Examples
Each year, CHRISTUS Health presents
Touchstone Awards to those practices and
programs that stand out as “touchstones” in
exemplifying the Mission and Values of one of
our Directions of Excellence
The Ascension Health Exchange is a
collection of online Communities designed to
facilitate sharing and foster innovation and
quality improvement across Ascension Health
to achieve our Calls to Action
“Our goal is for CHI to become known as an
innovative organization. That will be our legacy
for the future health care system – that CHI
learns to leverage the wisdom of the whole,
efficiently, effectively and humanely.”
- Kevin E. Lofton, FACHE, CEO, Catholic Health
Initiatives
Implementing a One VA information technology
framework that supports the integration of
information across business lines and provides a
source of consistent, reliable, accurate and secure
information to veterans and their families,
employees and stakeholders.
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Health System KM Examples…
 Catholic Health Initiatives — 67 hospitals in 19 states, 67,000





employees, $6 billion annual operating revenues – focus on Knowledge
Communities
Ascension Health —67 hospitals in 20 states, 100,000 employees,
$9 billion annual operating revenues – focus on Content Management
Bon Secours Health System Inc. – 24 hospitals in 8 states, 27,000
employees, $2.3 billion annual operating revenues – focus on Capability
Transfer
CHRISTUS Health –34 hospitals in 5 states and Mexico, 25,000
employees, $2+ billion annual operating revenues – focus on Best
Practices Knowledge Transfer
Veterans Health Administration — 23 integrated service
networks, $24 billion in annual operating expenses – focus on Tracking
and Metrics
Air Force Medical Service –74 hospitals and clinics distributed all
over the globe, $6.2B expenses, 39,000 employees – focus on
technology and support infrastructure
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What does it take to make change happen in
hospital systems?
Communities of Practice –
Knowledge Networks - MoMs –
To build trusted peer relationships
Proven Practices –
Data, Benchmarks, Success Stories –
To illustrate what is desired and attainable
Adoption Accelerators –
eLearning,
Packaged content,
Facilitated workshops,
IT platforms (CPOE, EHR, Dashboards),
Performance Improvement processes –
To facilitate getting new practices adopted
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The Process for Effective KM
A Knowledge Management Infrastructure Requires These Elements
Strategic Leadership
• Knowledge envisioned as a strategic asset
• Knowledge sharing part of corporate culture
• Continual innovation for competitive advantage
Collaboration
Content Creation and Use
• Peer to peer interaction and collaboration
• Internal education and competency
development
• New product design and development
• Core work products organized for broad access
• Experience knowledge base continually updated
• Internal and external “best practices” research
Systems Integration
• Communication and collaboration tools
• Data storage, indexing, and retrieval
• KM templates, tools, and technologies
3
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The Elements of Comprehensive KM
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Key Components of System-wide KM
System Internal
Communities
Directory
Knowledge Communities
Link to national strategy
SMEs
System Professional
Development
ELearning
Leadership Development
Mentoring
Career Opportunities
Performance Appraisals
System Knowledge
Cultivation
Knowledge
Knowledge
Knowledge
Knowledge
Creation
Transfer
Stewardship
Coaching
System External
Communities
Health information resources
Health risk assessments
Community service & mission
System Knowledge
Warehouse
Research
Proven Practices
Facility Profiles
Performance
Improvement
System Value
Measurement
Satisfaction surveys
Success stories
Activity metrics
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Knowledge Transfer for Performance
Improvement – A Framework
Community Activation
and
Support
Leadership/
Management
Content
Management
People/Culture
Infrastructure
and
Support Center
Technology
Tracking
and
Results Metrics
Process
Knowledge and
Capability Transfer
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Knowledge Management –
How do we do it?
1. Create the infrastructure



2.
Access – Make it easy for people to find the knowledge they need
Apply – Provide the context for making the knowledge relevant
Accelerate – Inoculate the organization with successes
Build knowledge transfer into organizational goals



Strategy – clearly articulate the expected outcomes
Design – Understand the processes and supporting technology needed
Operations – Integrate into existing staff roles and responsibilities
3. Measure the results



Value – connect knowledge sharing to organizational impact
Metrics – Collect satisfaction, process, and outcome measures
Communicate – Share success stories, continually educate
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Create the Infrastructure to Share Knowledge
Access: Simplify electronic access to critical knowledge and the
people who created it and become more transparent in sharing
hospital performance indicators

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





Web-based repositories
Best practice libraries
Experiential knowledge sharing
Search and submit capabilities
Data and benchmarks
Guidelines
Embedded clinical rules & alerts
Community creation toolkits
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Create the Infrastructure to Share Knowledge
Apply: Facilitate peer connections to:
1.
2.
3.
4.
5.
Share explicit (documents) and tacit (experience) knowledge
Apply general knowledge to specific issues
Talk about performance improvement
Build trust to support change
Innovate
 Blended Learning: Email, telephone, face-to-face
 Codified community roles: Moderator, recorder,
coordinator
 Formalized ways to legitimize participation
 Communication tools
 Connect people with experience and need
 Success stories
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Create the Infrastructure to Share Knowledge
Accelerate: Consider dedicated resources to accelerate adoption of
new knowledge: Documents, educational forums, personalized
support

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


Peer exchange “bank”
Project management
Consulting
Train-the-trainer
Pilots
Packaged documentation
Awards and incentives
Ongoing community facilitation
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Build knowledge acceleration into strategic
goals – an example
CHI’s “Desired Future State” gives focus
to its preferred future, and describes the
key attributes and imperatives of that
future.
Five Core Strategies – People,
Information, Quality, Performance, and
Growth – will focus the investments in
time, money and human energy that CHI
believes will be imperative for staying the
course and sustaining momentum toward
its Desired Future State.
CHI’s strategic focus will also be infused
with a spirit of:
Innovation that fosters and rewards
creative thinking and accelerates learning;
Knowledge exchange to ensure CHI’s
success in a dynamic health care
environment; and Partnership with
employees, physicians, local communities,
and other organizations that will advance
CHI’s efforts in advocacy, research and
development, deployment of
medical/information technologies and the
creation of new models of care.
Knowledge Management at CHI
Knowledge Management Definition:
Knowledge Management is the ability to create and retain value from actionable information - information that is
available when it is needed, and has meaning, context, and purpose so that it can be utilized to provide quality
service to our patients and communities. Knowledge management applications are the key to helping bring the
right information to the right people at the right time.
KM activities will support an environment in which knowledge sharing and learning lead to actions that support
CHI's goals. This will enable the rapid development, evaluation, and spread of effective programs and
innovations across CHI. In this environment, people are encouraged to share what they know, learn from each
other, and apply that learning in their daily work.
KM can ultimately enable CHI's ability to harness the intellectual capital across the organization and get the
most from our investment in our workforce and information technology. By developing a culture that promotes
knowledge sharing and individual learning, the long term benefits include attracting and retaining high-quality
employees, a workforce that focuses on continuously improving its service, and an environment that can
develop and rapidly adopt innovation methods to meet the health care needs of the people we serve.
Vision:
The Vision for the KM team at CHI is to improve knowledge transfer & use across CHI, so that every part of
CHI can leverage the strength and wisdom of the whole when we care for the patients and communities we
serve.
Initial Strategic Focus (1-5 years):
1) Connect people across CHI and enable teams and knowledge communities to virtually collaborate and share
knowledge.
2) Capture the internal and external critical knowledge that CHI needs to improve our ability to provide quality
health care services
3) Effectively manage and disseminate the knowledge that we capture.
4) Foster the learning and application of this shared knowledge.
Core Functions
1. Cultivating Knowledge Communities
2. Implementing learning strategies
3. Content mgt & collaboration - Develop &
support techniques and tools to effectively
organize and distribute information and
enable virtual collaboration
4. Spread - Develop & support models for
developing and spreading effective, innovative
programs across CHI
Define process and develop tools to support Knowledge
Community Coordinators in their formation, operation and
evaluation
Provide consultation, facilitation, and coaching for KC
Coordinators through all phases of the cultivation process
including strategy development, implementation and
measurement
Support KC's in the selection, acquisition, implementation and
use of appropriate tools to support community activities
Design and support the maintenance of membership profile
information
Communicate and market Knowledge Community activities
and organizational impact
Development of organization-wide content management
guidelines
Support for content management tools and processes
Development and maintenance of content classification
system
Identify needs, advocate for acquisition and support the
utilization of collaboration & communication tools (ex:
distribution lists/list servs, Live Meeting, Portal)
Develop and manage a CHI integrated learning strategy that
provides direction for the support and development of education
programs.
Provide support and governance for the learning management
program tools
Facilitate the “Learning Network” knowledge community for
developing and sharing knowledge related to education topics
o Develop policies and guidelines for instructional
design and other education topics
o Share best practices and content to streamline
education activities and leverage universal material
Provide consultation for the development, implementation, and
evaluation of national education projects
Develop tools and techniques for developing and validating CHI
leading practices
Develop a comprehensive methodology to spread proven
practices and innovations, including measurement and
communication of success stories
Providing consulting for the application of spread models and
leading practice models
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Measure the results – examples
Innovative Global Development Organization
Capability Rating
Scale:
K-Capture and Retrieval
4
Metrics
3
Supporting Technology
0=Nascent
1=Developing
2=Practicing
3=Optimizing
4=Leading
Learning
Branding
2
Company Culture
Collaboration
1
0
Embedding
Providing KM Expertise
Sensing & Operationalizing
0=Negative
1=Null
2=Neutral
3=Material
4=Strategic
Expertise Location
Thought Leadership
Current/Optimal
Effectiveness
Rating Scale:
Benchmarking
Cross-Team Innovation
Internal CoPs
External CoPs
Global Professions and Service Lines KM Dashboard
R
Red = Significant barriers or challenges
exist which impede accomplishment of
deliverable
Overall
Strategy &
Transformation
Y
KM Strategy
Yellow = Barriers or challenges exist,
but deliverable is likely to be
accomplished
Program
Mgmt
Y
G
Green = Minimal barriers or
challenges at the present time,
CHS
Development
Content
Mgmt
Global
Refs.
Y
G
Y
SLIC
Updated
R
Star = Deliverable is complete
News-letters /
Communication
Y
Y
Y
Y
Y
G
G
G
Y
G
Y
R
R
Y
G
Y
Y
Y
Y
Y
G
Y
Y
R
G
G
Y
Y
G
Y
Y
Y
Y
Y
Y
G
Y
G
Y
KLM/
Perform
Content
G
G
Y
Y
Blank Box = Deliverable not started
Points of
View
Alliance
Market &
Partner KM
Comp.
MeasureStrategy Intelli-gence ment Plan
G
Y
Y
Y
AD&I
AM
BPM/IM
NIS
Technology
Consulting
CRM
Y
Y
Y
Y
G
G
G
Y
R
R
Y
Y
R
G
R
Y
Y
Supply Chain
Support Services
G
EEA/ERP
G
SAP
Oracle
Euro
Transformation
Y
Y
Y
Y
Y
Y
Y
Y
G
Y
Y
G
R
G
R
Y
JD Edwards
PeopleSoft
B2B
DareStep
Y
G
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Copy write 2006 The NewSof Group & KM at Work
Building Communities within/across Hospital
Systems – Key Phases
1.
2.
3.
4.
5.
Strategy – clarify objectives, envision the future
Assessment – understand current state, identify
needed changes
Design – delineate the components to be built,
create a working prototype, develop implementation
plan, specifications document, and cost
Build – create knowledge creation & transfer
processes, develop the tools and templates,
integrate with IT strategy
Operationalize – support, customization, training,
documentation, maintenance & updates
Copy write 2006 The NewSof Group & KM at Work
Phase 1 - Strategy
 Clarify Objectives – WIIFM? For relevant participants (physicians,
nurses, managers, patients)
 Increase customer satisfaction, improve service quality,
reduce response time
 Improve outcomes
 Reduce unnecessary variation
 Recruit and retain qualified staff
 Reduce costs, streamline operations, avoid duplication
Picture Future Success - Describe the future from all stakeholder
perspectives
Identify Oversight team and key contact points to synchronize on
KM aims
Copy write 2006 The NewSof Group & KM at Work
Phase 2 - Assessment
 Current state – how well do current tools and processes
work? What needs to be kept, eliminated, enhanced,
created? How do people currently communicate/share with
each other?
 Culture – what barriers exist regarding sharing and reuse of
knowledge? What are the most effective means of
communication between individuals and teams?
 Processes – how do we “bake it in” to create, capture,
share, and reuse knowledge?
 Vitality – what are key roles needed to keep the knowledge
current, relevant, and critical?
 IT Infrastructure – what currently exists and what are the
gaps? How will the databases integrate? What are internal
vs. external access points? Where do current IT plans fit in?
Copy write 2006 The NewSof Group & KM at Work
Phase 3 - Design
 Feedback – identify pilots to model the new vision and try out the
new approaches
 Prototype – create a working example – for clinicians, managers,
patients if appropriate - to generate detailed user feedback and
develop roll-out plans
 Context – create links to existing data sets, tools, and people;
incorporate external resource links and resources
 Learning – refine and create new knowledge creation & transfer
processes
 Assessment – determine how to measure and track the value
 Innovation and New Directions – incorporate planning for the
future, including new care delivery, staffing, and payment models
Copy write 2006 The NewSof Group & KM at Work
Phase 4 - Build
 Create core processes
 Communities of practice – roles, rules, requirements
 Knowledge creation & transfer techniques
 Integrated clinical information systems
 Data Warehouse and Reporting
 Education and Development
 Develop technology plan
 Develop collaborative spaces – internal and external
 Integrate the underlying database model into the overall IT
strategy
 Develop and conduct training programs
 Integrate user feedback tracking and value metrics reporting
 Modify processes, tools, and reporting based on how people
actually use them
 Develop operations plan
 Knowledge community roles, rules, support
 Content management roles, rules, support
 Professional development program
 Knowledge cultivation program
 Customer relationship management programs
 Communications plan
Copy write 2006 The NewSof Group & KM at Work
Phase 5 - Operationalize
 Identify & recruit key opinion leaders/magnets to participation and
leadership
 Ongoing coaching of knowledge community leaders, content
librarians, and technology stewards
 Ongoing execution of knowledge creation & transfer processes
 Ongoing training and adoption support
 Ongoing tool development, software maintenance, capability
upgrades
 Ongoing communication strategy support
 Ongoing integration with overall IT strategy
Copy write 2006 The NewSof Group & KM at Work
Catholic Health Initiatives (CHI)
Copy write 2006 The NewSof Group & KM at Work
Ascension Health
Copy write 2006 The NewSof Group & KM at Work
CHRISTUS
Copy write 2006 The NewSof Group & KM at Work
Bon Secours Health System
Copy write 2006 The NewSof Group & KM at Work
Air Force Medical Service
Knowledge
Junction TM
Concept
Expertise
Locator
Collaboration
Areas
Document
Repository
People with
Known Expertise
& Know-how
Threaded
discussions,
email, etc.
Keywords,
Concepts
& Phrases
SCORM
(Learning
Objects)
Learning
Mgmt
System
Hierarchical
Site Map
All Documents Related
to the Node (Explicit)
External Links
related to the Node
(Explicit)
Education & Training Topics
Relevant to the Node
(Explicit)
Knowledge
Junction
Communities and
Affinity Groups within
the Node (Tacit)
People with Experience &
Know-how Concerning the
Node (Tacit)
Collaboration Concerning the
Node’s Business (Tacit)
Enterprise Taxonomy
Copy write 2006 The NewSof Group & KM at Work
Lessons Learned
 People to People Connection is critical!
 Executive Support is required to gain acceptance.
 Link directly to the core strategies of the organization.
 Tools & Templates simplify the process for participation.
 Don’t over-engineer the process of sharing!
 Maintain flexibility – stay focused on needs!
Copy write 2006 The NewSof Group & KM at Work
Lessons Learned
 Prototyping – pilot new tools with small groups.
 Patience – it takes time and behavioral change for this to
become the “way we work”.
 Self Service – make it easy and rewarding for people to
utilize the tools themselves.
 Success Stories – build momentum and recognize the
heroes.
 Partner with IT – technology can greatly enhance the
collaboration and sharing process.
Copy write 2006 The NewSof Group & KM at Work
Final Thoughts
Specific responsibility for “connecting the dots” increases the
speed of connection – define who will be responsible for the
knowledge sharing strategy.
Performance improvement can be multiplied by spreading
ideas from one department or facility to others – integrate
performance improvement resources into the design.
Recognition for sharing increases participation – both formal
and informal communication is key.
A focus on connection increases the speed of adoption of
proven practices – proactively manage the social networks.
Copy write 2006 The NewSof Group & KM at Work