Knowledge Mobilization

Skills

To Do...

Develop

Level up

financial projection & calculation

Role of Knowledge Services

measuring cost-effectiveness

Delivering on value

synthesizing research evidence

ability to ‘diagnose’ the broader context

How, Here?

Developing capabilities in organizational context

balancing metrics

Levels of Capability

ability to apply improvement methods to address an issue

Develop Capacity

Minds in Motion

searching, appraising, storing & retrieving research evidence

Developing the ability to perform useful analysis and implement knowledge in practice

http://bit.ly/1zPabtK

context is key

Methods

MAKING it smarter

Hi.

Making It BETTER

Hey.

Refresh

Repeated use of capabilities in practice

service redesign based on patient & staff experience

Howdy.

problem identification, definition & structuring

Applies to:

[ Attitudes to change & learning ]

[ Relationships between managers & clinicians ]

Person

[ Coherent change strategy ]

[ Engaged C-Level ]

Learn

identifying & acting on stakeholders’ views & needs

Combining acquisitive and experience-based learning

Organization

presentation of data & recommendations

Community

Behaviorist

Anthropologist

Sprechen sie data?

[ Active & successful QI initiatives ]

Champion

Designer

Make

Layering tacit and explicit knowledge

[ Distributed leadership ]

Catalyzing change, facilitation techniques

Collecting, appraising & disseminating analysis

Understanding local context

Turning knowledge into products

Understanding professional behavior

Making Change

Access to available resources (people, time, tech)

Ability to deploy resources (e.g. tech or $) to achieve relatively simple tasks informed by analysis.

Integrating resources & ordinary capabilities into complex projects aligned with strategic priorities.

Can generate, extend & modify lower-order capabilities to improve effectiveness & respond to changing environment

Tidy

Collect

assessing & evaluating potential innovations

Gather

Refine

Analyze

Transform

Visualize

Model

Communicate

Explain

Deploy

Compose

Document

http://bit.ly/1Bg3mzN

Based on Hadley Wickham presentation:

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stakeholder management & influencing skills

Sustainable Change

practice of group facilitation

From Person -> Organization

building innovation into service improvement approaches

Organizational Evolution

From ‘building’ towards ‘developing’ capacity

‘Capability development’ underscores the expansion and upgrade of the capabilities already existing in healthcare organisations.

project & program management skills

evaluating impact & learning

Organization > Individual

Group > Organization

Individual > Group

• Rotating organizational members between different departments
• Engaging individuals acting as intermediaries connecting teams.
• Helping teams present their data-driven work to the organization
• Making knowledge tacit in protocols, procedures & reminders

• Recruiting more staff to take part in data-driven activities
• Letting new staff shadow more experienced organizational members
• Cataloging and sharing relevant knowledge & skills in the organization
• Updating protocols and procedures in the light of the new knowledge & skills

Strategies to bring knowledge to scale

• Involving multiprofessional teams in data-driven decisions
• Encouraging discussions of findings at formal & informal meetings / events
• Using individual skills and knowledge to develop wider activities
• Enabling individuals to act as educators for the rest of the organization

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Transform "specialist" capabilities to better adapt to change, absorb new knowledge and innovate.

For example:

• Introducing healthcare staff to quality improvement methodologies and theories of change and innovation that can be applied across domains
• Codifying of knowledge, so lessons learned from data are used to inform organizational toolkits and protocols, and integrating these into day-to-day routines in a thoughtful and context-sensitive way;
• Helping healthcare staff to put individual measures into the "big picture" of the organization and its context
• Using channels of communication to share knowledge and to spark other meaningful work throughout the organisation.

THe

General

(ist)

Turning Knowledge into Action