It seems that a number of physicians in this health network were not keen on the new egalitarian roles presented by the hospital network. Physician roles (indeed all health provider roles) are key to any successful integration across the system. It is not sufficient to mandate integration in IPC.
In a nutshell, this article provides links to research and cases where the promise of electronic health has not been realized. It is always good to see the other side.
One of the challenges facing public health is the early recognition of problems. With the benefit of hindsight, we look back at outbreaks such as SARS and now more recently Swine Flu (H1N1) and we can see the information trail that precedes the Eureka moment or discovery point.
In retrospect, with SARS, there was chatter on discussion boards that pointed to a problem in Asia that was puzzling health care workers. While there was no name for the problem at the time, the discussion was largely about symptoms and the associated problems. Interestingly, the response to SARS required an unprecedented collaboration between public health resources around the globe — another KM challenge.
So, lessons from the SARS experience now influence how we respond to global health issues in a flat, interconnected world. Here is the online version of the book referenced above:
Back to swine flu. Can information sources be used to predict an outbreak like swine flu?
Google’s flu trends uses a number of terms, in aggregate, to spot trends in flu enquireies on their site. They even developed a version specific to the Mexico outbreak. The spike on this chart in January and February precedes the recognition by public health authorities.
Veratect Inc., a 2-year-old company with fewer than 50 employees, combines computer algorithms with human analysts to monitor online and off-line sources for hints of disease outbreaks and civil unrest worldwide. It tracks thousands of “events” each month — an odd case of respiratory illness, or a run on over-the-counter medicines, for example — then ranks them for severity and posts them on a subscription-only Web portal for clients who want early warnings.
The idea fueling Veratect and similar companies is that blogs, online chat rooms, Twitter feeds and news media and government Web sites are full of data that public health agencies could use to respond faster to problems like outbreaks of swine flu.
Detecting public health outbreaks and even foiling terrorism has become more and more an information problem. Data scattered on the web can be turned into information and ultimately knowledge with the right tools and lenses. Knowledge pattern recognition has become one of the great challenges for today’s organizations and for society.
As swine flu (or should I be calling this H1N1) was at the top of the news, I saw this story on TV about a genetic scientist who was riveted to his computer screen watching the genetic sequence of the virus as it was changing. He has these strings of numbers and characters coming up on his screen with highlights when one of the digits or characters changed. In near-real-time he was watching the evolution of the virus.
As I watched this story, I was reminded how even biology today is an information science. The importance of data and information to generating knowledge about this virus is underscored in stories such as this.
Kimiz Dalkir at McGill once told me she collected definitions for Knowledge Management. At the time she published her excellent book (Knowledge Management in Theory and Practice) she had collected and catalouged over a hundred definitions. When we spoke, I believe she had over 180; most of which were different. In part, this demonstrates the nascent nature of the field of KM. So I give her definition great weight, although it can be debated. She defines KM as:
The deliberate and systematic coordination of an organization’s people, technology, processes, and organizational structure in order to add value through reuse and innovation. This value is achieved through the feeding of valuable lessons learned and best practices into corporate memory in order to foster continued organizational learning.
The definition I prefer, however, is shorter and to the point – and partly courtesy of Bryan Davis. When asked “what is KM?” I usually respond “knowledge management is about making optimal use of an organization, group or individual’s knowledge assets“. While this is a simple definition, I like the notion of optimization (or as the Comprehensive Auditing Foundation frames it — this is about the three “E’s”: efficiency; economy; effectiveness). I also like the concept of “knowledge assets” which at it’s broadest includes people (human capital), the stuff that stays behind when everyone leaves on the elevator at the end of the day – things like software, hardware, databases, and intellectual property (patents, copyrights, trademarks) (structural capital), and relationships (relationship/social capital).
Another icon of old media is signing off. Remember the old View-Master devices that we (yes some of us are old enough to remember these) used to view slides? Like the Polaroid camera and other devices, its time has passed. The View-master has succomed to the onsluaght of digital photography and the web.
Seems that the slides I posted on SlideShare about a career in Knowledge Management got promoted and featured on their Career page. It will be there for the day, but you can also find it through my blog post below
