Using Data to Drive Health System Performance

coilcruelManagement

Nov 6, 2013 (3 years and 5 months ago)

67 views

1

Using Data to Drive Health System


Performance


Commissioned from Ovations by the National

Primary and Care Trust Development Programme


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Purpose of the Course:


Demonstrate how to use data to drive PCT
health system performance by translating:



> Data to Information



> Information to Knowledge



> Knowledge to Strategy



> Strategy to Implementation


By using the Knowledge Management Cycle






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Course Objectives:

By the end of the course, participants will:

Discuss how
information and knowledge

are
used as necessary tools for driving health
care strategy for PCTs

Explain how to create health care strategic
plans for PCTs using the PRECEDE/
PROCEED Framework and the Strategy
Change Cycle as suggested tools.




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Course Objectives
(con’t):


Apply these tools to operationalise PCT
health care strategies

Identify PCT data sources that can be used to
answer key health care questions

Suggest metrics that would be appropriate
means to measure and report PCT health
care findings


5

John Snow


1883

Broad Street Pump

Make a Difference in Health Care Delivery

Know Your Medical & Public Health Roots

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Knowledge Management:

Using Data to Drive Strategy


Knowledge derives from information as
information derives from data.


Unlike data and information, knowledge
contains judgment.

7

8

Knowledge Management

Planning Cycle for Driving PCT Health Care
System Performance




Social/Health


Indicators


Evaluation Data & Analysis



Implementation Useful Information



Operations Planning Knowledge Management




Strategy


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Data

What are Data:


> Sets of discrete, objective facts about events

> Structured records of transactions

> Essential raw material for the creation of
information


Data sets by themselves have little relevance or
importance and no inherent meaning.



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Information

Information has meaning, relevance and
purpose.

We transform data into information by adding
value
.




Why was the data gathered?



What units of analysis are used?



How is the data analysed?



How are errors removed?



How is a summary created

based on the

data?









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Knowledge

Knowledge is neither data nor information
though it is related to both

Data, information and knowledge are not
interchangeable

Knowledge is a mix of framed experience,
values, contextual information, and expert
insight that provides a framework for
evaluating and incorporating new
experiences and information.

-

Thomas H. Davenport, Laurence Prusak

Working Knowledge: How Organizations Manage What they Know





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Knowledge

Knowledge has become a
health care asset

not only for the health provider, but for the
patient as well.

Health care now, more than ever before,
requires quality, value, service, innovation,
efficiency and effectiveness.

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Knowledge


If information is to become knowledge, then
people

must do the work to accomplish
meaning.





How does this compare to others?



What are the implications for decisions?



How does this relate to others?



What do others think?



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What is Knowledge Management

The leveraging of collective wisdom to increase
responsiveness and innovation.
-
The Delphi Group



KM is intended to allow organisations to protect and
develop their knowledge resource.

-

The Applied Knowledge Resource Institute





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What is Knowledge Management

KM is a management discipline that focuses on
enhancing knowledge production, integration and use
in organisations.

-

Mark McElroy, Knowledge Management Consortium



A cycle of knowledge creation, integration and
dissemination.

-

Gerhard Fisher, Jonathan Ostwald, Univ. of Colorado


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Knowledge Management (KM)

Knowledge & the Business Process
Environment

Business Processes
Reflect Mutually
Held Knowledge in
Practice

Organisational
Knowledge

is Embodied in
Agents & Artifacts

Business Process Environment

Business Process

Behaviors of Interacting

Agents
-

Knowledge
Use

Organisational Knowledge
Containers
-

Artifacts &
Codifications; Individuals
& Teams

Internal/external events

Continuous exposure to events in the (Business) environment to which organisations react

& adapt by drawing on their mutually held knowledge

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Knowledge Management

Not How First
-
Generation KM has Seen It


Business Process Environment

Business Process

Behaviors of Interacting

Agents
-

Knowledge
Use

Organisational Knowledge
Containers
-

Artifacts &
Codifications; Individuals
& Teams

Internal/external events

Distributed

Organisational
Knowledge

Begins with the convenient assumption that valuable

organisational knowledge simply exists

All we need to do is capture, codify, and share it

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Knowledge Management

10 Key Principles of Second Generation
KM

1. Learning and innovation is a social process,
not an administrative one
-

strong affinity with
organisational learning theory

2. Organisational learning and innovation is
triggered by the detection of problems

3. Valuable organisational knowledge does not
simply exist
-

people create it



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Knowledge Management

10 Key Principles of Second Generation
KM

4
.
The social pattern of organisational learning
and innovation is largely self
-
organising and
has regularity to it.

5. KM is a management discipline that focuses
on enhancing knowledge production and
integration in organisations

6. KM is not an application of IT
-

rather, KM
sometimes
uses
IT to help it have impact on
the
social

dynamics of knowledge processing


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Knowledge Management

10 Key Principles of Second Generation

KM

7. KM interventions can only have direct impact on
knowledge processing outcomes, not business
outcomes
-

impact on business outcomes is
indirect

8. KM’s value proposition? KM enhances an
organisations capacity to adapt by improving its
ability to learn, innovate, and to detect and solve
problems


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Knowledge Management

10 Key Principles of Second Generation

KM


9. If it doesn’t address
value
,
veracity, or context,


it’s not knowledge management


10. Business strategy is subordinate to KM strategy,

not the reverse, because business strategy is


itself a product of knowledge processing
-

KM

is not an implementation toll for strategy;


strategy follows from KP and is, therefore,


downstream from KM.


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Knowledge Management

versus

Knowledge Processing

Knowledge Management:


is a management discipline that focuses on
enhancing knowledge processing


Knowledge Processing:

is what organisations do to produce and
integrate their knowledge

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What Investments in KM
Cannot Do

KM cannot make decisions on behalf of people
operating on the front lines.


KM has
direct
impact on Knowledge Processing
outcomes, but only
indirect
impact on
business
outcomes.

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But Most KM Strategies Are
Only Supply
-
Side in Scope



Supply
-
Side KM Strategies Are All

About Knowledge Capture, Sharing

and Codification

Knowledge Integration

(Diffusion)




Sharing



Broadcasting



Searching



Teaching


Organisational

Knowledge


Business Process Environment



Business Process

Behaviors of Interacting
Agents

(Knowledge Use)

Organisational Knowledge

Containers


Artifacts & Codifications


Individuals & Teams


Distributed

Organisational

Knowledge

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Also IT
-

Centric and Transaction
Oriented

Tend to be Technology
-
Centric and

Focus on Getting “The Right Info to

the Right People at the Right Time”

Knowledge Integration

(Diffusion)




Sharing



Broadcasting



Searching



Teaching


Organisational

Knowledge


Business Process Environment



Business Process

Behaviors of Interacting
Agents

(Knowledge Use)

Organisational Knowledge

Containers


Artifacts & Codifications


Individuals & Teams


Distributed

Organisational

Knowledge

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Critical Differences Between
Information Management and KM

KM concerns itself with the
value, veracity,

or
context

of beliefs or claims. It also considers the
production
of related claims (knowledge claims)

and ways they are integrated into an organisation.



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Critical Differences Between
Information Management and KM


Information Management tends to be aimed at
managing work products and their content
and/or attributes, but not beliefs or claims about
their value, veracity, or context. In addition, it
does not consider business processes and
supporting systems that accompany the
production and integration of related knowledge.




IM can support KM strategies
-

but not the same as KM.


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Four Areas of Focus for KM

Social Dimension

(people and Processes)

Technology


Dimension


(IT)

Knowledge

Production

Knowledge

Integration

Demand
-

Side

Social KM



Supply
-

Side

Social KM

Demand
-

Side

Technology KM

Supply
-

Side

Technology KM

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Demand
-
Side KM

Focus is on satisfying organisational demand
for the
production of new knowledge

Emphasises
knowledge creation

from a
bottom
-
up perspective

Usually
people and process
-
centric

in its
orientation (collaboration, organisational
learning and innovation)

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Supply
-
Side KM

Focus is on”supplying” the
right information to
the right

people at the right time

Emphasises
knowledge sharing
from a top
-
down perpective

Usually
technology
-
centric
in its orientation

(capture, codify and share knowledge)

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Approach

Social Dimension

(people and Processes)

Technology


Dimension


(IT)

Demand
-

Side KM

Supply
-

Side KM



Individual Learning



Group Learning



Think Tanks



M’gmt Planning



Innovation




Training Programs


Operations M’gmt


Knowledge Capture


Storytelling


KM Initiatives



Knowledge Portals



Innovation M’gmt


tools



Groupware



Discussion groups



InformationPortals


Intranets


Information M’gmt


Content M’gmt


Imaging

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Recognisable Trends

The advent of 2nd
-
generation thinking seems
to be taking hold:


> More strategies taking an innovation view


> R&D community embraces KM


> Innovation as a core business strategy

View businesses as adaptive systems that
rely on learning is increasing