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Knowledge Management in Health Care

Knowledge Management in Health Care. By Sowmya.P M.E Comps. OUTLINE:. Introduction

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Knowledge Management in Health Care

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  1. Knowledge Management in Health Care By Sowmya.P M.E Comps

  2. OUTLINE: • Introduction • Importance of Knowledge Management in Health Care • Types of Health Care Knowledge • Health Care Information Systems • Advantages of KM in Health Care • Challenges in KM • Perspectives for the use of KM in Health Care • Conclusion • References

  3. INTRODUCTION

  4. INTRODUCTION Knowledge Management: • Knowledge management (KM) is the process of creating, sharing, using and managing the knowledge and information of an organization. • It refers to a multidisciplinary approach to achieving organizational objectives by making the best use of knowledge. • Knowledge management efforts typically focus on strategic objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement.

  5. INTRODUCTION Knowledge Management in Health Care: • Solving problems and making optimal decisions in healthcare is heavily dependent on access to knowledge. • In today’s increasingly complex environment, it is rapidly becoming essential for healthcare organizations to effectively manage both internal knowledge and externally generated knowledge in order to provide the best possible healthcare, achieve operational excellence and faster innovation. • A well-organized and effective strategy for knowledge management in healthcare can help organizations achieve these goals.

  6. IMPORTANCE OF KNOWLEDGE MANAGEMENT IN HEALTHCARE • It facilitates decision-making capabilities. • When people in an organization experience information overload or lack the knowledge needed for decision-making, clinicians and managers can be handicapped. • Putting knowledge management systems in place can facilitate the flow of information and result in better, more-informed decisions.

  7. IMPORTANCE OF KNOWLEDGE MANAGEMENT IN HEALTHCARE • It builds learning organizations by making learning routine • Organizational research over the past two decades has revealed three broad factors that are essential for organizational learning and adaptability: a supportive learning environment, concrete learning processes and practices and leadership behaviour that provides reinforcement. • We can all continuously assess our successes and our failures as we strive to continuously improve. • This creates a culture that learns from experience based on a data-driven assessment of performance and outcomes. • Learning from experience builds knowledge that can then be used to improve, care and streamline operations over time.

  8. IMPORTANCE OF KNOWLEDGE MANAGEMENT IN HEALTHCARE • Knowledge management stimulates cultural change and innovation. • Actively managing knowledge encourages the free flow of ideas and an innovative culture. • An innovative culture begins with accepting that the world really is changing and being open to doing things differently. • It starts with the right mind-set. The unexpected must be expected. • This mind-set must be fostered by leadership at the top of the organization and ultimately needs to permeate every level of the organization. • It must become part of the beliefs, expectations and purpose throughout an organization. • In the increasingly complex healthcare environment, an effective knowledge management program can help clinicians and operational managers embrace change and encourage the ideas and insights that often lead to innovation.

  9. TYPES OF HEALTHCARE KNOWLEDGE Provider Knowledge: • Provider knowledge is also called practitioner knowledge. • Medical professionals possess both explicit and tacit knowledge. • Doctors are required to know standard medical information that is easily comprehended from reference materials like text books (e.g., human anatomy). • Years of medical practice and experience with numerous patients’ help, doctors develop an internal knowledge base of symptoms and facts about patients and medical conditions that are used in addressing needs for preventative maintenance and illnesses.

  10. TYPES OF HEALTHCARE KNOWLEDGE Patient Knowledge: • The other side of the medical spectrum, consists of tacit knowledge in patients. • This type of information is considered ―health status. • Patients own complex knowledge in current and past medical conditions that practitioners may not know about. • However, such knowledge is vital for practitioners to know, especially when it comes to the diagnoses and prescription treatments for illnesses.

  11. TYPES OF HEALTHCARE KNOWLEDGE Organizational Knowledge: • Medical institutions consist of other knowledge-based resources that are available for patients and doctors to access. • This domain of knowledge can be comprised of a variety of knowledge from medical diagnostic systems, text-based materials and other medical professionals with medical specialties. • Moreover, this domain could contain medical land treatment process knowledge that is recommended by an institution or medical society (e.g., American Medical Association).

  12. HEALTHCARE INFORMATION SYSTEMS • As a result of the health informatics, some knowledge management IT solutions have been implemented within the healthcare industry, similar to those of the general business world. • For example, medical institutions have been implementing content management tools such as medical knowledge base repositories and lessons learned. • In addition, web-based learning management systems have been deployed consisting of online classes and educational videos to further the education of medical professionals. • A varying degree of unified communication systems have been utilized to promote the transference of knowledge via socialization and collaboration techniques facilitated by text-based and video chat.

  13. HEALTHCARE INFORMATION SYSTEMS • Electronic medical record (EMR) systems and personal healthcare records (PHR) have been developed and deployed transforming the customary patient paper-based record system. • Patient’s diagnostic data and treatment information have been converted into an electronic format that can be accessed by medical staff within a hospital and other partners for the purposes of assessing a variety of test results and providing treatments. • Both EMR and PHR can be shared among the various health care providers offering a more holistic patient profile than can the individual pieces of data. • Typical examples of the data feeding into a PHR are lab results, medication history, allergies, chronic diseases, imaging reports, healthcare claims information, hospitalizations, etc.

  14. ADVANTAGES OF KM IN HEALTH CARE • Medical Error Reduction • Cooperation and Innovation • Quality of Care • Cost Reduction • Knowledge Organization and Organizational Learning

  15. ADVANTAGES OF KM IN HEALTH CARE Medical Error Reduction: • Knowledge management is able to assist in medical errors reduction and consequently their cost, by providing a decision support for practitioners. • Knowledge management has been recognized as a tool used to cut the medication prescription errors, some cases report error reductions as high as 55%.

  16. ADVANTAGES OF KM IN HEALTH CARE Cooperation and Innovation: • In a complex field such as the health care, cooperation between the different health care providers is vital in order to deliver quality of care. • Studies have shown that lack of cooperation in health care is a leading cause of many medical mistakes, hence the need for coordinated inter-professional care strategy. • Thus, cooperative diagnosis can be achieved by the health care actors via the implementation of KM systems. • Besides, cooperation is a chance for innovation; this has been recognized by researchers and resulted in the creating of knowledge transfer networks.

  17. ADVANTAGES OF KM IN HEALTH CARE Quality of Care: • Enhancing the quality of care is a major objective in all heath research; therefore, finding, sharing, collaborating, and developing clinicians’ knowledge is necessary to discover and develop knowledge and hence quality of care. • The adoption of knowledge management techniques is capable of enhancing the quality of care. • Besides, the efficiency of work can be enhanced by adopting knowledge management techniques in day to day practice.

  18. ADVANTAGES OF KM IN HEALTH CARE Cost Reduction: • We can increase cost effective use of health resources by sharing information among a coalition of providers, payers, employers and other stakeholders. • KM based decision making can help reduce medical errors and helps in effective cost reduction.

  19. ADVANTAGES OF KM IN HEALTH CARE Knowledge Organization and Organizational Learning: • Knowledge is a major part of health organization’s day to day activities. • It involves financial management, human resources management, organizational dynamics and governance, strategic planning, information management, risk management and quality management. • An ultimate aim in KM is to transform a health organization into a learning organization able to generate new knowledge, create knowledge systems and base organizational actions on knowledge. • Finally, in a multicultural, multilingual, or multinational collaborative health care teams, KM can play a role in terminology translation in order to overcome language and cultural barriers in the learning organization.

  20. CHALLENGES IN KM • The basic challenge remains the awareness of the importance and the potentials of KM in health care. • Once KM is recognized as an organizational and practical asset, a KM strategy is needed. • Once the strategy is in place, change management should be planned for in order to establish a KM adoption culture in the workplace and find KM champions among practitioners to facilitate KM adoption. • Any KM initiatives should take account to both people and technology. • A powerful KM tool won’t probably thrive if concerned individuals are not committed in its use. • And reciprocally, employees highly motivated to adopt KM could lose their motivation if the tools supporting KM have low usability or do not provide relevant features.

  21. CHALLENGES IN KM • Establishing trust in KM systems and providing adequate confidentiality and security measures are of special concern in health care and so are particularly challenging. • Besides, the well known time pressure in the health sector, due to a shortage in health professionals, is a particular barrier to the implementation of KM in health care. • The use of IT and KM tools will be perceived as cumbersome unless adequate usability consideration and innovative interfaces are developed for KM systems. • The lack of integration between the different IT-based systems (telemedicine, electronic health record, decision support systems, etc.) is particularly challenging. • For measuring the performance of health care KM systems requires adapted models and indicators.

  22. PERSPECTIVES FOR THE USE OF KM IN HEALTH CARE The following perspectives present an opportunity to develop new health care KM applications. • Virtual communities • Mobility • Electronic Health Record (E.H.R.)

  23. PERSPECTIVES FOR THE USE OF KM IN HEALTH CARE Virtual Communities: • “Virtual” health care providers of different disciplines (e.g. medicine, nursing, social work, physical therapy, etc.) can create teams in which they combine their knowledge and expertise to provide a comprehensive plan of care. • It is essential to include patients in virtual health care teams; indeed, patients must be well informed about their conditions, treatment options and how to access them and be actively involved in their treatment. • The creation of virtual network of experts open the road to test new kind of cooperation paradigms and peer-to-peer e-educational paradigms.

  24. PERSPECTIVES FOR THE USE OF KM IN HEALTH CARE Mobility: • We’re witnessing already the explosion of mobile interactive devices, mobile health facilities and the proliferation of e-homecare solutions. • Mobile knowledge management is the next step in mobile health care situations where patient is away from the point of care. • The creation of mobile Health VCs where knowledge is generated, disseminatedand shared by both patients and caregivers is a next step that can provide advantage for both patients and caregivers.

  25. PERSPECTIVES FOR THE USE OF KM IN HEALTH CARE Electronic Health Record (E.H.R): • Worldwide, governments are striving to build national wide E.H.R. systems. • There has been progress in this direction mainly in developed countries. • Once health records are computerized the need will be to reach the right information about a patient at the right time, and to use the E.H.R. data for diagnosis purposes, for personal health decision support, for public health decision support and for research purposes as well.

  26. CONCLUSION • Knowledge management in health care is progressing; the complexity and challenges facing the health care sector can be addressed by adopting of KM strategies. • The use of KM in health care is promising to enhance the quality of care for patients by providing them with a continuity of care. • The implementation of Health care KM system will allow health care partners (e.g. practitioners, administrators, etc.) to conduct evidence based practice and to collaborate relying on the best knowledge available. • This is a challenge that opens the way to more innovations in both KM and health. • The current state of KM in health care can be improved; we believe that new practices such as VCs and evidence based medicine will help to increase the global quality of care of the patients as well as the efficiency of KM in healthcare.

  27. REFERENCES 1. Abidi, S. S. R. (2015). Knowledge management in healthcare: towards ‘knowledge-driven’ decision support services. International Journal of Medical Informatics, 63(1-2), 5–18. doi:10.1016/S1386- 5056(01)00167-8 2. Ahmad, R., Kausar, A. R., & David, P. (Writer) (2011). The social management of embodied knowledge in a knowledge community. Anderson, R. A., & McDaniel, R. R. (2000). Managing health care organizations: where professionalism meets complexity science. Health Care Management Review, 25(1), 83–92. 3. Andreas, R. (2012). Three-dozen knowledge sharing barriers managers must consider. Journal of Knowledge Management, 9(3), 18–35. doi:10.1108/13673270510602746

  28. THANK YOU

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