Case 1 Knowledge Transfer

Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale, says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. Younger workers cant be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge theyve gained with them.
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.

Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.

Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.

There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.

Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.

Steve Trautman is one of Americas leading knowledge experts. View the following four videos to understand the depth of the knowledge-transfer process and follow Mr. Trautmans widely used knowledge transfer solution.
Pay close attention to the process. Developing your own Knowledge Silo Matrix and discussing what you found will be the basis of your Case 1 assignment.
Trautman, S. (2012, November 30). Introduction to the Steve Trautman Co. 3 step knowledge transfer process . Retrieved from https://www.youtube.com/watch?v=1xj1iVhu308

Trautman, S. (2013, January 22). 5 questions that drive knowledge transfer . Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=IvB_cOo14y8

Trautman, S. (2012, December 19). The Steve Trautman Co. 3-step knowledge transfer solution with knowledge silo matrix demo . Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=knN-ZzVAmMY

And finally, pulling it all together:
Trautman, S. (2012, December 18). How it works: The Steve Trautman Co. 3 step knowledge transfer solution . Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=tWyMU90x6o4
Case Assignment
1.    For this Case Assignment you will be completing and analyzing a matrix following the Knowledge Silo Matrix instructions in the third video above. (The team you choose could be a current or past work group, a group of committee members, a group of family members, members of a rock band, or any group where you know the expertise needed and the skill levels of the employees/members.)
You may (a) complete the matrix by hand or (b) use the Knowledge Silo Matrix Word form. Remember these key points:
The Knowledge Silo Matrix (KSM) is a high-level tool of knowledge silos. Think bigger picture. For example, if you were filling out a KSM for building a house, some example silos would be Plumbing, Electrical, Flooring, Insulation, etc. Not Weld a pipe or Test for adequate water pressure. The blog article, Tip for Better, Faster Knowledge TransferIt’s Not What People KNOW, It’s What They Know How to DO, provided by The Steve Trautman Co., addresses the important distinction between Knowing vs. Doing. This will help you create a more actionable KSM.
Once you have your matrix completed, then respond to the following questions using the section headings in your paper that are marked in bold below. Utilize at least two sources of outside information from other authors; be sure to cite them and provide a reference list at the end.
2.    IntroductionThis section is often written after you have completed the rest of your paper.
3.    Work Team OverviewProvide an overview of the work team you have assessed in the Knowledge Silo Matrix. Who are they, how long have they been in the group, and what are their jobs? 
4.    Skill Level in SiloDiscuss each group members job in terms of his/her silo statusdiscussing why you have evaluated them as purple, green, yellow, or white.
5.    Matrix AnalysisAnalyze what the matrix tells you.
a.    Look at each silo and analyze what you see and what needs to be done to minimize the knowledge risk.
b.    Look at the colors assigned to each employee (horizontal colors). What should be done next to minimize the risk related to each employee as well as to enhance the performance of the work team? Be sure to discuss the training needed (or not) for each member and what the format of the training should be given what you learn from the matrix.
6.    Application of the Matrix–Discuss what you have learned from this exercise and the strengths of the Knowledge Silo Matrix approach and the challenges you see managers could face in an organization using the Matrix.
7.    Conclusion

Response one: Nurse managers and leaders contribute to the reengineering of health care by creating teams that are diverse, talented, educated, well-trained, and inspired. Managers and leaders can demonstrate a commitment to the values and vision of an organization and create an environment of well-engaged nurses and other collaborating staff. Providing opportunities for funding of research and resources to keep up-to-date training, education, and technology have been shown to improve patient safety, satisfaction, and quality of care (Sherman, 2014). It is also important for managers and leaders to be risk-takers and be strong enough to address negative behavior or poor work quality. By stepping out of the comfort zone, leaders and managers can create and foster an environment that inspires progress and advancements through a team that is always looking to make things better (Helbig, 2018). Having the mindset and value of continuous improvement keeps employees well-engaged and goal-driven. Focusing on empowerment as opposed to direction can instill a sense of trust and value in employees. It is also important to create a diverse environment that values cultural-differences and various viewpoints as having different perspectives and experiences can also create positive change. Employees should be allowed time to brainstorm ideas and develop approaches. Measures should also be taken to research what has worked in the past and how to best research or test new approaches.

References

Helbig, J. (2018). Reengineering health care management. In Nursing leadership & management: Leading and serving. [Academic Web Service]. Retrieved from https://lc.gcumedia.com/nrs451vn/nursing-leadershi…

Sherman, R. (2014). Nurse work engagement. Retrieved from https://www.emergingrnleader.com/nurse-work-engage…

Response two : Nurses make up a very large part of any healthcare organization and have the ability and responsibility to influence healthcare delivery systems (Helbig, 2019). A few ways in which nurses have the ability to reengineer healthcare can be found in culture, policy, and workflow.

Policy influence is seen when nurses show their patient outcomes and patient satisfaction scores. Nurses have direct impacts on outcomes and patient satisfaction. When outcomes and satisfaction is high, nurses will have a strong voice at impacting new policies. When these two factors are low, nurses can help shape new policies to bolster each. The Institute of Medicineâ€s 2011 report realized this and called for leadership in nursing to shape and improve the quality of healthcare (Helbig, 2019).

Workflow can impact a healthcare organization immensely. Good workflow patterns will show efficiency and nursing is the backbone of workflow in any healthcare organization (Helbig, 2019). Efficient nursing workflow will translate into reliable, consistent, safe, and compliant healthcare (Helbig, 2019).

Culture is an area that can define an organization. We all have probably worked in areas with negative or positive cultures and the difference can be readily felt and seen. Culture in our textbook has been deemed the “heart of a successful organization” (Helbig, 2019). Nurses should be selective in job hunting to find an organization that shows strong support of nursing, such as a magnet designated institution. A culture that supports nurses through education, appreciation, recognition, and communication will benefit huge rewards from nurses that feel empowered and engaged (Helbig, 2019). Some of these rewards will be seen in patient satisfaction scores which can translate into payment benefits with the Centers for Medicare and Medicaid Services (Helbig, 2019). Overall, it is always in an organizations best interests to keep nurses empowered and appreciated and nurses should not forget the voice they truly have to influence this type of workforce.

Reference

Helbig, J., (2019). Reengineering health care management. Nursing Leadership & Management: Leading and Serving. Retrieved from https://lc.gcumedia.com/nrs451vn/nursing-leadership-and-management-leading-and-serving/v1.1/#/chapter/5

RESPONSE THREE: Continuous quality improvement “is based on the notion that there is always opportunity for improvement” (Helbig, 2018). No matter what kind of health care, there is room for improvement. Our facility just recently put together an intensive care unit (ICU) committee. The hope is to improve the education, skill, workflow, equipment and resources in the ICU. We currently have a two bed ICU. There are minimal staff who are able to work in the ICU. We often times have to transfer patients to another facility when they need to be admitted to the ICU because we donâ€t have enough staff that are trained to care for these patients. With this committee we are utilizing our trained staff to train other members how to become efficient and knowledgeable in caring for ICU patients. We are setting up skills stations to teach staff how to monitor critically ill patients. There are skills stations on starting and monitoring medications that will often be given to ICU patients. The ICU equipment has been set up for teaching purposes and staff are being given orientation in the ICU so they know where the equipment is, what it is for and how to use it. There are educational resources that are well laid out in the ICU so that the staff can have quick reference guides. There are phone numbers to ICU doctors and nurses readily available so that they have resources to call if or when they have questions. It is our hope that we will be able to successfully train enough staff so that we will decrease the number of critically ill patients that need to be transferred. If we are successful, this will allow more patients who doctor at our facility and who want to stay at our facility and close to home to be able to do so while still receiving excellent care from trained nursing staff. Our ICU manager is the head of the committee but has given the handful of nurses in the committee permission to choose which staff we think would be a good addition to the ICU and start training them. “Quality improvement strategy aims to promote health and health care centered on the needs of patients, families, and communities, and incorporate evidence-based results in clinical medicine, public health, and health care delivery using collaboration to improve care” (Helbig, 2018). We have had an increase of patientâ€s voice how difficult it is for them to be so far away from home when they are transferred to a different facility. It is our hope that we can train enough staff at our facility to be able to accommodate the requests of our patients and continue to provide excellent care for them.

Reference:

Helbig J. (2018). Organizational Culture and Values. Nursing Leadership and Management: Leading and Serving. Retrieved from http://lc.gcumedia.com/nrs451un/nursing-leadership…

RESPONSE FOUR : Continuous quality improvement (CQI) in healthcare is important to identify problems, and develop new processes. Part of CQI is to implement, monitor, and study nursing processes to ensure safe, efficient, and effective patient care. According CDC (2010), catheter-associated urinary tract infections (CAUTI) account for more than 30% of healthcare-associated infections. CAUTI is responsible for increased morbidity, mortality, hospital cost, and length of stay. CAUTI can be easily prevented when nurses follow improved guidelines established by CQI. (CDC, 2010)

At the job, CQI is applied in various health issues. For example, the CQI team implemented the reliable care plan that requires all Foley catheters to be monitored by 2 nurses. Two nurses are required to review the patients chart for information that leads to a reason for the catheter. If alternative methods are appropriate, have they been attempted? All catheter placements must have a doctors†order, and be reviewed every 24 hours for necessity. Also, two nurses must be present at the bedside during a Foley insertion. Latex allergies are assessed, all supplies are reviewed, and one nurse uses sterile technique while the other observes for any breeches in sterility. This is helpful to prevent infection if in the middle of the procedure the insertion nurse needs any supplies or assistance. Once the Foley is in, the observing nurse does the charting on the insertion; this is also helpful to ensure accurate documentation.

Reference

CDC, 2010. Healthcare infection control practices advisory committee, Centers for Disease Control and Prevention. Retrieved from: https://www.cdc.gov/hicpac/CAUTI_fastFacts.html

 

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