Knowledge Management Systems for Lean Healthcare (SCAP 19)

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Iris Bishop
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1 WIMRC Scoping Study Knowledge Management Systems for Lean Healthcare () Final presentation

2 The Team Davide Nicolini, Warwick Business School John Powell, Warwick Medical School Laura Martinez-Solano, Warwick Manufacturing Centre Paul Conville, Warwick Business School 2

3 Objectives of the research To investigate the state of the art of KM in the healthcare sector To identify which new tools and processes need to be developed for satisfying the specific KM needs of heath care organisations To generate a R&D agenda To establish strong partnerships with healthcare organisations interested in collaborating with the WIMRC in future R&D projects 3

needs of heath care organisations To generate a R&D agenda To establish strong partnerships

4 Design of the study Narrative literature review UK stakeholder consultation Visits and contacts outside the UK Local NHS informant interviews Identify gaps and priorities for R&D Outline roadmap Validate at national level workshop Research Agenda 2 outline research proposals 4

interviews Identify gaps and priorities for R&D Outline roadmap

5 Project tasks Literature review National stakeholder consultation Visits and contacts outside the UK Local NHS informant interviews: a view from the ground Final workshop Drafting a WIMRC innovation agenda for promoting KM in the healthcare sector 5

informant interviews: a view from the ground Final workshop

6 Project results All tasks completed Within budget (slightly under spent) Project team in itself an achievement (IMRC, WBS, WMS) Established strong links and working partnership with NHS Institute Obtained several expressions of interest in carrying out future research 6

Established strong links and working partnership with NHS Institute

7 Summary of findings Raising the awareness and sharing with other sectors Understanding the link between ways of managing knowledge and governance Learning to nurture networks and communities Tying KM initiatives to existing service and business priorities Moving from the categorisation to the mobilisation of knowledge and expertise Harnessing the power of information and ICTs Bringing the patient in 7

KM initiatives to existing service and business priorities Moving from the categorisation to the

8 How can academic research make a difference? Exploring how knowledge influences decision making Providing tools and guidance for packaging evidence. Evaluating and measuring improvement outcomes and the value for money of KM initiatives Improving the capacity to learn from accidents and mistakes Providing guidance on how to foster and support networked learning Improving the New Service Introduction capability 8

Evaluating and measuring improvement outcomes and the value for money of KM initiatives Improving the

9 Outline research proposal for phase 2 projects How can we enhance the NHS capacity to learn from accidents and errors? How can we improve the ways of framing knowledge so that NHS members at different levels improve their way of acting on evidence? 9

How can we improve the ways of framing knowledge so that NHS

10 Acting on evidence Choice of words, labels and form/channel determines whether evidence will be acted upon or else Understand of what forms/carriers of evidence are accepted or resisted by practitioners in the NHS organisations Improve innovative capability by mapping which form of knowledge is more appropriate for the different healthcare cultures Focus on language and cross boundary tools 10

practitioners in the NHS organisations Improve innovative capability by mapping which form of

11 Acting on evidence. What type of evidence is used in the NHS boards and top management teams? What evidence NHS organisations How knowledge use for and evidence promoting inform decision and sustaining making innovation? Which types of evidence are used and promoted in the socialisation of different healthcare professionals? How are protocols and guidelines used on the front line? Multi site research: top management, interface between NHS organisations, front line clinical activity, training and education Identify the best ways for packaging evidence Support innovation transfer efforts and design of DSS 11

Which types of evidence are used and promoted in the socialisation of different healthcare professionals?

12 Enhancing the NHS capacity to learn from accidents and errors Scoping study & Sandpit agree on necessity of addressing incapacity of NHS to learn from accidents and failure Patient safety high priority Current error management sub optimal and not cutting edge Vast room for improvement Opportunity to develop new approaches 12

accidents and failure Patient safety high priority Current error management sub

13 Enhancing the NHS capacity to learn from accidents and errors Evaluate existing methodology Explore use of cutting edge tools and methodologies (video analysis, Learning Labs, virutal simulation) Collaborative design, pilot, evaluate, and refine new methodology Roll out 13

methodologies (video analysis, Learning Labs, virutal simulation)

14 High level of WOW! factor Stems from result of scoping study Aligned with existing NHS priorities (highly relevant) High international visibility and high image International scope Expression of interest and support obtained 14

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