Building Capacity and Capability to Translate Knowledge into Action

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Building Capacity and Capability to Translate
Knowledge into Action
Knowing is not enough we must apply.
Willing is not enough we must do.
- J.W. Goethe (1749 1832)
Dr Ann Wales Programme Director for Knowledge
Management Ann.wales_at_nes.scot.nhs.uk
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Overview

1. Building organisational capacity for using
   knowledge evidence and tools.
2. Change agency - Knowledge broker network
   services.
3. Building workforce capabilities in using
   knowledge.

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Organisational Capacity for Knowledge Management
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What the evidence says

1. Success or failure of interventions depends on
   the broader organisational environment/culture
2. Implementation needs to take into account the
   structural, political, cultural, educational,
   emotional, physical and technological challenges
   of organisational change.

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Conditions for successful implementation

• Strong leadership from clinical, managerial and
  political leaders at different levels of the
  organisation and wider health care system
• Ensuring that health professionals (especially
  doctors) are actively engaged and that they
  believe that the changes will benefit both staff
  and patients
• Using and sustaining - a range of interventions
  at different levels (i.e. individual, team,
  organisation, the wider health care system)
• Collecting robust and timely data to monitor
  changes and to adjust actions as needed.
• Ensuring that there are adequate resources (e.g.
  finance, staff, training, IT systems) to support
  the change.

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(No Transcript)
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Health Scotland drawing on different types of
knowledge
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Action plan outcomes (focussed on facilitators
not structures)
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High Level Organisational KM Maturity Model
Maturity Level Knowledge Environment State Knowledge Environment State Knowledge Environment State Knowledge Environment State
Communities People Knowledge Base Content Knowledge Infrastructure Technology Knowledge Processes Processes
LEVEL 5 Leveraging Knowledge Knowledge-Centric Communities have strong community leadership and thought leadership. Level 5 communities are directly responsible for delivering business value. Mature, fully managed knowledge base. KM technology is extensively used for multiple nested and shared domains. It is also used for conducting business. Common processes have become knowledge-based. Full collaboration.
LEVEL 4 Using Knowledge Strong community and thought leadership. Business value is clearly a focus of the community action. Knowledge base managed by the community and evolves systematically. Innovations accelerating. KM technologies and supporting infrastructure are in wide use in the domain. Common processes are established and defined. Knowledge-related processes are institutionalized. Collaborative culture taking root.
LEVEL 3 Building Knowledge Community leadership and some thought leadership. The knowledge base is managed. KM technology is in common use. Common processes are generally defined. Knowledge-related processes are being institutionalized. Personal learning is appreciable. Collaboration is significantly better than in earlier phases.
LEVEL 2 Seeking Knowledge Early forms of community are forming. Not well structured. Leadership issue is in early phases. Organized access to some of the knowledge base. KM technology has been introduced. Effort to establish common processes is underway. Knowledge-related processes have been introduced. Some collaboration exists.
LEVEL 1 Unstructured Knowledge-Chaotic Some social forms may exist. Knowledge exists in personal tacit forms only. Some explicit knowledge may be accessible but not well managed, systematically maintained, or focused on business value. Some connectivity is available and regularly used, such as email and document repositories. Process discipline exists, but primary processes may not have become common.
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Good Practice Organisational knowledge
management toolkithttp//www.knowledge.scot.nhs.u
k/home/portals-and-topics/goodpractice/organisatio
nal-development-toolkit/leadership--strategy/knowl
edge-management.aspx
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Knowledge Broker NetworkServices

• Developing a Network of Support for Translating
  Knowledge into Practice

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Aim

• Define, develop, apply and evaluate knowledge
  broker capabilities to support healthcare
  improvement priorities.

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Who are knowledge brokers in healthcare?

• Backgrounds
• Non-clinical Library , Informatics, Research,
  Education, Policy, Management
• Community Public health, Health promotion,
  Social care
• Clinicians Medical, nursing, physiotherapy,
  pharmacy, rehabilitation and long term care
  staff, in acute, primary care and community
  settings.

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Knowledge Broker Practice

• Three change agency approaches
• Problem-solving
• Building networks and relationships
• Embedding use of knowledge in organisational
  systems.
• Underpinned by
• Integration with health and social care teams
• Collaboration to combine complementary skills.

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Problem-Solving

• Planned Action Theory of Change.
• Inquiry.
• Source knowledge research, practice setting,
  experience.
• Organise knowledge.
• Evaluate knowledge.
• Combine and create knowledge.
• Translate into format and process for use.
• (Lomas 2007, Rankin 2008, Davidoff 2011)

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Building networks and relationships

• Social theories of change.
• Knowledge transfer, linkage and exchange (Lomas
  2012)
• Facilitate collaboration across traditional
  boundaries e.g. communities of practice.
• Virtual knowledge brokers.
•  Community knowledge navigators - throughout
  journey of care.
• (Ward 2012, Dobbins 2009, Henderson 2012).

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Embedding use of knowledge in organisational
systems

• Organisational theories of change.
• Assess enablers and barriers for knowledge use.
• Role modelling
• Managing organisational knowledge
• Change toolbox.
• Embedding knowledge in clinical and performance
  systems and education.
• (Gerrish 2011, Booth 2011, Psarras 2006)

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Knowledge Broker NetworkCapability Framework

• An outline of what Scotlands network of
  knowledge brokers collectively should be able to
  do in practice.

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Capability Statements

• The knowledge broker network
• Builds organisational capacity and workforce
  capability for using knowledge, across health and
  social care.
• Operates as a coordinated and connected system.
• Identifies knowledge needs sources, combines and
  presents knowledge from research, practice and
  experience.
• Delivers knowledge in actionable formats,
  embedded in practitioner workflow.
• Supports people and organisations to interact and
  share knowledge.

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Knowledge Broker Network Contributing to Health
and Social ServicePriorities
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Implementing Palliative Care Guidelines
Agreement of approach
Developing a standardised search protocol
developed in conjunction with clinical staff
Knowledge brokers were supported by shared
learning and support through teleconferences and
online communities
Quality assurance procedures
Literature search
Support in accessing books and journal articles
where not readily available
Quality assurance procedures using reciprocal
peer review ensured a quality, standard search
Draft guideline
Formatting of references for publication
eLearning Implementation Package
Web and mobile solutions Social networking
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Implementing Learning from Adverse Events

• 1.Process mapping flow of learning from adverse
  events in key themes within and across
  programmes.
• 2. Identifying and addressing gaps in knowledge
  flow.

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Discussion points

• What is your knowledge broker role?
• How can you make more use of knowledge broker
  network services to help translate knowledge into
  practice in your work environment?

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Workforce Capabilitiesin Knowledge into Action
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Knowledge into Action Cycle of Capabilities
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http//www.qihub.scot.nhs.uk/education-and-learnin
g/qi-e-learning.aspx http//www.ssks.org.uk/evide
nce-for-practice.aspx
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Building Capacity and Capability to Translate
Knowledge into Action
Knowing is not enough we must apply.
Willing is not enough we must do.
- J.W. Goethe (1749 1832)
Dr Ann Wales Programme Director for Knowledge
Management Ann.wales_at_nes.scot.nhs.uk