Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Knowledge Mobilization

No description
by

Josh Hagedorn

on 14 July 2015

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Knowledge Mobilization

Minds in Motion
Turning Knowledge into Action
Role of Knowledge Services
Organizational Evolution
[ Active & successful QI initiatives ]
context is key
Levels of Capability

Catalyzing change, facilitation techniques
Developing the ability to perform useful analysis and implement knowledge in practice

Develop Capacity
From Person -> Organization
Combining acquisitive and experience-based learning
Developing capabilities in organizational context
Capacity building overlaps with the notion of sustainable
change, which refers to the continual presence
in an organization of a set of practices
Sustainable Change
Ability to deploy resources (e.g. tech or $) to achieve relatively simple tasks informed by analysis.
Ordinary
Integrating resources & ordinary capabilities into complex projects aligned with strategic priorities.
Core
Can generate, extend & modify lower-order capabilities to improve effectiveness & respond to changing environment
Dynamic
Resources
Access to available resources (people, time, tech)
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

Expand
Upgrade
Create
Applies to:
Person
Organization
Community
http://bit.ly/1zPabtK
Collecting, appraising & disseminating analysis
Understanding professional behavior
Understanding local context
Sprechen sie data?
Turning knowledge into products
Behaviorist
Anthropologist
Designer
Collect
Analyze
Communicate
Gather
Refine
Transform
Visualize
Model
Tidy
Compose
Explain
Deploy
Document
*
http://bit.ly/1Bg3mzN
Based on Hadley Wickham presentation:
*
http://bit.ly/1t9TL9b
Adapted from Bevan (2010):
Knowledge management skills
searching, appraising, storing & retrieving research evidence
synthesizing research evidence
Process & system thinking
ability to apply improvement methods to address an issue
ability to ‘diagnose’ the broader context
Personal & organizational development
practice of group facilitation
stakeholder management & influencing skills
Involving patients, carers, staff & public

service redesign based on patient & staff experience
identifying & acting on stakeholders’ views & needs
Change management

project & program management skills
evaluating impact & learning
Delivering on value
financial projection & calculation
measuring cost-effectiveness
Problem solving & consultation

problem identification, definition & structuring
presentation of data & recommendations
Diffusing innovation
assessing & evaluating potential innovations
building innovation into service improvement approaches
How, Here?
Individual > Group
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
Group > Organization
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
Strategies to bring knowledge to scale
{
Organization > Individual
Refresh
Repeated use of capabilities in practice
Learn
Make
T
Layering tacit and explicit knowledge
Methods
[ Engaged C-Level ]
[ Distributed leadership ]
T
[ Coherent change strategy ]
[ Attitudes to change & learning ]
[ Relationships between managers & clinicians ]
Hi.
Hey.
Howdy.
*
http://bit.ly/1xszxyt
Adapted from Kislov et al. (2014)
Skills
To Do...
Develop
Level up
Creating opportunities for healthcare staff to improvise, experiment and learn from mistakes.
Introducing tools, frameworks and ideas to achieve an integration of old and new knowledge and skills
Providing specialist expertise (e.g. complex data analysis techniques) and mentorship.
Creating opportunities for healthcare professionals to come together to exchange knowledge.
Laboratory
Mindmeld
Teaching
Reframe
Champion
*
http://bit.ly/1zXJ9Si
Role of middle mgmt
Role of opinion leaders
http://1.usa.gov/14gz7P1
*
http://bit.ly/1rI1MH2
Role of context
Context for change
http://bit.ly/1tH8aQ2
*
http://1.usa.gov/1BmMQhN
Role of facilitation
THe
General
(ist)
3
Defeat
Domain
Dependence
balancing metrics
http://bit.ly/1z2cNAa
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.

fig. 1
fig. 1
From ‘building’ towards ‘developing’ capacity
‘Capability development’ underscores the expansion and upgrade of the capabilities already existing in healthcare organisations.
Making Change
Making It BETTER
MAKING it smarter
Full transcript