Knowledge Management ICT Health F.Jahedi MD. MS.(medical IT management) Shiraz University of Medical Sciences - IT Dept. Nov.2009 - Shiraz

Knowledge Management Enablers Social Perspective Knowledge Creation Processes Culture Collaboration Trust Learning Socialization Externalization Combination Internalization Structure Centralization Formalization People T-shape skills Technical Perspective IT IT support

Information Continuum Patterns Knowledge Induction Information Relationships Registration Interpretation Event Data

Information Levels and IT Wisdom Knowledge Information Data Events Data Mining/Warehousing/. . . RDBMS RDBMS RDBMS RDBMS Records Records Records

Information Technology (IT) is widely employed to : connect people with reusable codified knowledge and it facilitates conversations Explicit Knowledge tacit Knowledge

Explicit / Tacit Knowledge Codifying

KM Processes Socialization Internalization Externalization Combination Transformation of tacit knowledge into new tacit knowledge Internalization Transformation of explicit knowledge into new tacit knowledge Externalization Transformation of tacit knowledge into new explicit knowledge Combination Transformation of explicit knowledge into new explicit knowledge

KM and Technology Functionality Technology searching search engines categorizing computer languages (XML, RDF) composing office suite applications summarizing artificial intelligence storing storage media distributing networks workflow groupware

Technologies enabling / facilitating KM Social computing tools web conferencing collaborative software content management systems corporate 'Yellow pages' directories email lists Wikis Blogs

Knowledge Management Models Documentalist Technologist Learner & Communicator

Model For Knowledge Management

Knowledge Measurement Feedback Knowledge Goals Knowledge Measurement Feedback Knowledge Identification Knowledge Use Knowledge Acquisition Knowledge Preservation Knowledge Development Knowledge Distribution

1 Knowledge Goals Point the way for knowledge management activities Determine which capabilities should be built on which level Normative Knowledge Goals Strategic Knowledge Goals Operational Knowledge Goals

Knowledge Identification 2 Companies should know what knowledge and expertise exist both inside and outside their own walls. Losing track of int. and ext. data, information, and capabilities leads to: Inefficiency Uninformed decisions Redundant activities.

Knowledge Identification One way to increase internal knowledge transparency is : creating knowledge maps which support systematic access to parts of the organizational knowledge base

Knowledge Acquisition 3 Explosive Growth + Simultaneous Fragmentation of knowledge Impossible to build up all the know-how needs for market success by themselves They have to buy critical capabilities From knowledge markets (using focused acquisition strategies)

Import Channels Knowledge Held by Other Firms Stakeholder Knowledge Ericsson/Hewlett-Packard joint venture Stakeholder Knowledge Involving customers early in the product-development process Experts Recruit specialists Knowledge Products New ideas and new knowledge can take effect only if they are at least somewhat compatible with the old.

Knowledge Development 4 All the management activities To produce new internal or external knowledge On both the individual and the collective level

Knowledge Development Process Individual knowledge development : Creativity Systematic problem solving Collective knowledge development: Ensure that team members have complementary skills Each group as a whole has defined realistic goals Internal think tanks Learning arenas Internal centers of competence Product clinics

Knowledge Distribution 5 Making knowledge available and usable across the whole organization Who should know what, to what level of detail How can the organization support these processes of knowledge distribution? Not everyone needs to know everything.

Knowledge Distribution Technical knowledge distribution infrastructures can support efficient knowledge exchange within organizations

Knowledge Use 6 Productive deployment of organizational knowledge in the production process—in fact is the purpose of knowledge management.

Knowledge Preservation 7 To avoid the loss of valuable expertise companies must shape: Selecting valuable knowledge for preservation Ensuring its suitable storage Regularly incorporating it into the knowledge base

Knowledge Measurement 8 The biggest challenge in the field of knowledge management Knowledge and capabilities can rarely be tracked to a single influencing variable

Cost of measuring knowledge is often seen as too high or socially unacceptable Methods of measurement must reflect the organization’s normative, strategic, and operational dimensions

Knowledge Worker’s View Knowledge Worker’s View Relational/OO Database Knowledge Portal Knowledge Worker’s View Knowledge Worker’s View Knowledge Presentation Layer Knowledge Repository Knowledge Management Layer Acquisition Refinement Storage/ Retrieval Distribution Presentation Knowledge Management Processes Data Sources Layer External Sources Web Repository Email Repository Text Repository Relational/OO Database Domain Repository

Knowledge Tools and Techniques Taxonomies and Ontology Data Mining Tools and Techniques Business Intelligence and Analytics Communities of Practice Storytelling / The Power of Narrative Social Networks (& Social Networking Sites)

KM in health systems KM and Data Mining KM and Text Mining Data mining is the non-trivial process of identifying valid, novel, potentially useful and ultimately understandable patterns from data Clinicians accomplish these tasks daily in their care of patients KM and Text Mining Semantic Interpretation

Ability to access and use information public health agencies, face common challenges in attempting to manage knowledge Volume of information Information security Quality Ability to access and use information

Healthcare Knowledge Management Policies Standards Processes Laboratory Pharmacy Radiology Physician Picture Archiving & Comm. System (PACS) HEALTH INFORMATION MANAGEMENT SYSTEM Electronic Health Records Finance Inventory Administration Data Information Patient Management Patient Registration Orders Management (CPOE) Resource Scheduling Health Promotion Outcome Measurement HEALTH INFORMATION MANAGEMENT SYSTEM Clinical Decision Support Best Evidence (Info-Buttons) Clinical Pathways Optimization Patient Empowerment Patient Care Planning Knowledge Generation & Translation HEALTH KNOWLEDGE MANAGEMENT SYSTEM 48

Healthcare Knowledge Centric Services HKM Service Types Knowledge Translation Technology-Enabled Knowledge Translation Automated Outcome Analysis Policy Development Transformational Services Patient Management Public Health Public Health Surveillance Public Health Interventions Clinical Decision Support Patient Care Planning Patient Safety Alerts & Reminders Personalized Patient Education & Empowerment Patient Monitoring Risk Assessment Patient Care Services Healthcare Knowledge-Centric Services Knowledge Sharing (Community of Practice) Social Networking Analysis Care Team Collaboration Knowledge Creation Knowledge Access Knowledge Sharing Info-Buttons Best Evidence Retrieval Knowledge Annotation & Indexing Enabling Services Healthcare Knowledge Procurement Healthcare Knowledge Modeling & Representation Computerizing Healthcare Knowledge (CPG, Clinical Pathways, Care Plans) Healthcare Text Analysis (Mining) Bio-medical Terminologies Healthcare Knowledge Indexing & Storage Semantic Interoperability

Summary KM needs four main enablers to become implentable Healthcare Information Management needs KM.

Let’s move toward acheivement Thank you Let’s move toward acheivement