Journal of Healthcare Management - May/June 2013 - (Page 195)
H oS P I tal K nowledge M anageMent : a naly SIS
In this section, we present quotes from
the applications addressing each KM
element—creation, application, storage
and retrieval, and transfer.
of
B aldr Ige a ward r ec IPIentS
[T]he independent Board Audit Committee
. . . is chaired by a non-Board member
and meets annually with an external
auditor, in the absence of the senior
management group. . . . Board members
sign [a] Code of Conduct and Conflict
of Interest statement; receive annual
compliance training [and] training on how
to structurally prevent unethical business
practices. . . . On average, the Compliance
Department performs five internal
monitoring audits a month . . . based
on high-risk areas. . . . (Poudre Valley
Health System, p. 3)
Knowledge Creation
Recipients use a systematic search for
information outside the applicant
organization, such as benchmarks and
best practices. Mercy Health System, for
example, identifies 16 external sources,
including commercial companies, such
as satisfaction surveyors, and numerous government sources. Poudre Valley
Health System identifies 14 sources.
Both note that they must overcome serious difficulties in applying these data:
time lags, inconsistent definitions, and
representativeness of sample.
Many formal structures and processes are used to maintain control over
information and decision processes. For
example:
The Corporate Responsibility Process
goes beyond compliance with the Office
of Inspector General’s model plan to
ensure that SSMHC values are reflected
in all work processes. Employees,
physicians, volunteers, and key vendors
are empowered through training and a
confidential Helpline to raise questions
about any part of their job. All reported
issues are investigated and appropriate
action taken in a timely manner. (SSM
Health Care, p. 5)
ta B l E 3
Knowledge Management activities Noted in all 9 Baldrige Healthcare applications, 2002–2008
KM Element
description
Creation
Efforts by the organization to draw insights from
external sources of knowledge
Creation
Creation
references
per
total
references application
95
10.56
The conversion of individual or group tacit
knowledge into explicit knowledge via established processes for process design, evaluation,
and improvement
160
17.78
The conversion of individual or group tacit
knowledge into explicit knowledge by an organization’s own efforts; may be “one-off” or informal processes (e.g., a one-time survey)
173
19.22
Continued
195
Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2013
Journal of Healthcare Management - May/June 2013
Contents
Interview with Thomas C. Dolan, PhD, FACHE, CAE, President and CEO, American College of Healthcare Executives
Equity in Care: Picking Up the Pace
How Might a Reforming U.S. Healthcare Marketplace Threaten Balance Sheet Liquidity for Community Health Systems?
Assessing the Productivity of Advanced Practice Providers Using a Time and Motion Study
A Positive Deviance Perspective on Hospital Knowledge Management: Analysis of Baldrige Award Recipients 2002–2008
How to Improve Breast Cancer Care Measurement and Reporting: Suggestions from a Complex Urban Hospital
The Fear Factor in Healthcare: Employee Information Sharing
Journal of Healthcare Management - May/June 2013
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