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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