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The papers in this edition are authored by students in the health knowledge management course of the School of Population Health at The University of Auckland. This course sets out to develop knowledge management skills in the healthcare context, capitalising on the use of information, processes and creative thinking from the people who deliver, manage and receive care within the social setting of our community and its healthcare organisations. The students are encouraged to develop communities of practice and share their knowledge in practical ways so that others may benefit from their use of knowledge in their own capacity to act.
While the course is not aimed at slavishly producing publications of their projects, the students have found that the opportunity to share their knowledge and their use of knowledge management extends their capacity to act as part of a wider community of practice.[1] New Zealand health care is a forerunner in the adoption of information systems in the delivery of clinical care and, as such, is well positioned for developing knowledge management in our health system.[2] The value of health knowledge management lies not so much in the databases we can develop to contain such information, as much as in the communities of practice in which we share the information. 3] Such communities of practice influence our clinical, management and educational practice in terms of better outcomes for our patients and communities.
The introduction of new information technology simultaneously broadens our potential for knowledge management and extends our capacity to act, while we adapt to the accompanying changes.[4] The act of knowledge sharing connects people, triggers interest in the complexity of our healthcare system, and promotes learning so that change can occur in order for us to practice the management of our collective knowledge, using information technology as our basic tool.
Alexandra Muthu, Programme Manager for the National Fatigue Management & Wellness Programme, Clinical Education & Training Unit, Auckland District Health Board, Auckland, New Zealand, provides the justification and structure for a programme for self-management of New Zealand doctors. In taking advantage of the information technology of the internet, databases of and for doctors, best practice information and evidence-based guidelines for self-care, Muthu has established a seamless service for doctors that links self-care to continuing medical education (CME) requirements, employment conditions and safe professional practice.
Letitia O’Dwyer, Clinical Marketing Manager, Roche Diagnostics, Auckland, New Zealand, proposes a single database for New Zealand clinical product developers to facilitate horizon scanning for those who are looking for products to use, and also for those who are initiating innovative healthcare technology development, thus connecting innovators, developers and users in the production and use of medical devices.
Kirkpatrick Mariner, Service Manager, Pacific Mental Health and Addictions Service, Waitemata District Health Board, Auckland, New Zealand describes the development of a cultural formulation tool that introduces culturally appropriate information into the diagnostic process for mental health practitioners. In using this tool, practitioners and patients are able to form a community of practice in which cultural and diagnostic information are coupled for the delivery of effective health care in different cultural settings.
Sherri Ferris, Auckland District Health Board, Auckland, New Zealand, argues that the diffusion of health information technology is most effective when a community of practice is introduced during the training period. People experiencing similar difficulties, successes and barriers to successful innovation diffusion are more likely to adopt such an innovation in the presence of mutual support and collective learning.
Knowledge is available for sharing, but in the over-informed healthcare context where we assume that others know, it is in the development of communities of practice that we are most able to use our capacity to act in delivering effective healthcare. Technology supports our use of knowledge, but it is in the act of using knowledge collectively that we are able to practice wisdom in our professional healthcare roles.
- Selemat MH, Choudrie J. The diffusion of tacit knowledge and its implications on information systems: the role of meta-abilities. Journal of Knowledge Management, 2004. 8(2): 128-139.
- Orr M. Evolution of New Zealand’s health knowledge management system. British Journal of Healthcare Computing and Information Management, 2004. 21(10): 28-30.
- Snowden D. Complex acts of knowing: paradox and descriptive self-awareness. Bulletin of the American Society for Information Science and Technology, 2003. 29(4): 23-28.
- Day K, et al. The reflexive employee: action research immortalised? in 7th ALARPM (Action Learning, Action Research and Process Management Association) & 11th PAR (Participatory Action Research) World Congress. 2006. Groningen, The Netherlands.
