F.Jahedi MD. MS.(medical IT management) Shiraz University of Medical Sciences - IT Dept. Nov Shiraz

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

Interpretation Induction

Wisdom Knowledge Information Data Events RDBMS

IT HardwareSoftwareCommunicationeBusiness

is widely employed to : 1.connect people with reusable codified knowledge 2.and it facilitates conversations

ExplicitTacit Codifying

 Socialization 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

3. integrate previously fragmented flows of knowledge  integration can eliminate barriers to communication among departments in organization

1. determine how knowledge is used and accessed 2. facilitates rapid collection, storage and exchange of data  on a scale not practicable in the past  thereby assisting ▪ knowledge creation ▪ sharing process

 expert systems  knowledge bases  various types of Information Management  software help desk tools  document management systems  other IT systems supporting organizational knowledge flows  e-learning

 web conferencing  collaborative software  content management systems  corporate 'Yellow pages' directories  lists  Wikis  Blogs Social computing tools

 A lack of trust is a barrier to IT facilitation of knowledge combination  Managers should pay careful attention to the potential impact of information technology on knowledge combination with the consideration of trust in a firm.

A primary challenge of knowledge management is to complete a successful search for needed information in a timely and inexpensive manner

As the amount and types of information available continue to grow, schemes of “information architecture” must be devised to sort the material:  File format into which the information is entered  Semantics of the content

 As well as finding and classifying information, a further aspect of knowledge mobilization is composing new documents, whatever their contents  Artificial intelligence now provides a solution to this document overload problem

 Safe and secure storage of information is crucial to ongoing organizational operations

 Distributing information can be done either openly as on the Internet, exclusively over an Intranet, or in some combination of the two as with an Extranet.

The result is a combination of:  (1) process re-engineering  (2) collaborative software  (3) workgroup re-organization.

 As the volume of information increases, there just isn’t the time to attend to all of the content. One response to this situation is to read a sample of incoming messages and documents, and ignore the rest.

Structure Information Technology People Culture KM Strategy KM Strategy Intermediate Outcome Organizational Performance Organizational Performance KM Process KM Process

 Refers to explicit knowledge  Emphasizes the capability to help create, store, share, and use an organization's explicitly documented knowledge  Stresses codifying and storing organizational knowledge

 Refers to tacit knowledge  Emphasizes knowledge sharing via interpersonal interaction  Emphasizes dialogue through social networks including occupational groups and teams  Stresses sharing through person-to-person contacts.  Attempts to acquire internal and opportunistic knowledge and share it informally  Knowledge can be obtained from experienced and skilled people

1. some other factors like domain knowledge or knowledge process are of interest 2. a cross-cultural comparison may investigate which enablers are critical, depending on different specific countries 3. Clarifying how to use knowledge management enablers in a strategic fashion

 Challenges to knowledge management in the World, Region, Country and Universities  Strategic directions at world level  Strategic directions at regional level  Strategic directions at country level  Strategic directions at University level

 Documentalist  Technologist  Learner & Communicator

Feedback

 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

 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.

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

Explosive Growth Simultaneous Fragmentation 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)

 Knowledge Held by Other Firms  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.

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

 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

 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.

 Technical knowledge distribution infrastructures can support efficient knowledge exchange within organizations

 Productive deployment of organizational knowledge in the production process—in fact is the purpose of knowledge management.

 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

 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

External Sources Web Repository Repository Text Repository Domain Repository Relational/OO Database Knowledge Repository Knowledge Portal Knowledge Worker’s View

 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 and Data 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

 Volume of information  Information security  Quality  Ability to access and use information

48 Laboratory Pharmacy Radiology Physician Picture Archiving & Comm. System (PACS) HEALTH INFORMATION MANAGEMENT SYSTEM Electronic Health Records FinanceInventoryAdministration Data Information Data 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 Policies Standards Processes

Knowledge Creation Knowledge Access Knowledge Sharing Patient Management Public Health Knowledge Translation 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 Info-Buttons Best Evidence Retrieval Knowledge Annotation & Indexing Knowledge Sharing (Community of Practice) Social Networking Analysis Care Team Collaboration Clinical Decision Support Patient Care Planning Patient Safety Alerts & Reminders Personalized Patient Education & Empowerment Patient Monitoring Risk Assessment Public Health Surveillance Public Health Interventions Technology-Enabled Knowledge Translation Automated Outcome Analysis Policy Development Healthcare Knowledge-Centric Services HKM Service Types Transformational Services Enabling Services Patient Care Services

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