1. Sharing Knowledge Rosalind Way

2. What is knowledge? It is not: Data –Collection of facts about events –Structured record of transactions –E.g. bus timetable or bank statement Information –Data with meaning added by the creator/users –Information is the way data is perceived –Data becomes information through adding value: –E.g. Rough Guide series

3. What is knowledge? It is: An analytical process Originated and applied in the minds of employees; embedded in documents, routines and ‘norms’ A fluid mix of framed experiences, values, contextual information, expert insight – providing a framework for evaluating and incorporating new experiences and information (Davenport & Prusak, 1998)

4. Basics… Explicit Knowledge Structured and articulate content Easily observable in use Documented Tacit Knowledge Complex Accumulated expertise Resides in individual Partly or largely inexpressible

5. Let’s get away from Knowledge Management What did we do before Knowledge Management? Knowledge, and our ability to share it, has been around for a very long time The term ‘Knowledge Management’ can be perceived as very negative…

6. Let’s get away from Knowledge Management If KM is about Management: ‘Competitive Advantage’ Doing more with less Making things: known → visible → controllable → manageable

7. Let’s get away from Knowledge Management If KM is about Knowledge: Pursuit of knowledge ‘for its own sake’ ‘Public’ rather than ‘Private’ goods But…knowledge is: Mysterious → invisible → unmanageable Value of knowledge is often tied to its scarcity – the more that ‘know’ the less valuable it is  Potentially less of an advantage – better to keep it to yourself!

8. Knowledge Transfer “The goal of Knowledge Transfer is to improve an organisation’s ability to increase its value” Transmission + Absorption Transmission – making knowledge available Absorption – the understanding and use of knowledge BUT Merely making knowledge available is not transfer – it must be used It is common for people to absorb new knowledge but not change their behaviour or put it to use – this can be due to time, trust, fear…

9. Quantity vs. Quality in Knowledge Transfer Quantity This can also be velocity – how fast knowledge moves through an organisation How quickly & widely do people who need the knowledge become aware/gain access? ICTs ‘excell’ at enhancing quantity and velocity Quality How rich is the knowledge that is being transferred? How much of the knowledge we try to communicate is actually absorbed and used? Knowledge in ICTs, articles etc is thinner than knowledge transferred through ‘relationships’/experience WARNING: ICTs have the habit of overemphasising quantity and velocity at the expense of quality!!

10. So how should we go about sharing knowledge? We need to constantly understand that: Knowledge is complex, non-static and often ‘political’ in nature ICTs focus on knowledge transfer and may dilute knowledge in the process Knowledge sharing works best when it is used to connect communities Knowledge is embedded in communities and contexts – trust is critical in sharing Knowledge and ‘truth’ is socially constructed – ICTs can obstruct and deny this. ICTs cannot replace the importance of social networks

11. On a positive note! The NHS is the largest employer in Europe and therefore has huge potential for knowledge sharing Given the diversity of the NHS workforce that equates to a lot of knowledge! We are already skilled at sharing knowledge throughout the NHS – think of how we already all work together, very successfully ICTs are already in place and working and new ones are being developed to cross professional and organisational boundaries e.g. Map of Medicine In order to effectively continue and progress knowledge in NHS organisations we need to encourage people to keep doing what they’re doing and share what they know – however this works best If the attempts at ‘Knowledge Sharing’ don’t work – use the knowledge gained through the process to try again…