Knowledgeshare: Managing Knowledge in the new NHS
| Pages | 31-37 |
| Date | 01 April 2000 |
| Published date | 01 April 2000 |
| DOI | https://doi.org/10.1108/eb040773 |
| Author | Peter Fairbrother |
| Subject Matter | Information & knowledge management |
Knowledgeshare:
Managing Knowledge
in the new NHS
by Peter Fairbrother, Evidence Based/
Knowledge Management Librarian,
The Library, Sussex Postgraduate
Medical Centre, Brighton General
Hospital
This article outlines the development of
a
Brighton-based NHS knowledge management
project called Knowledgeshare.
The
project is
discussed with reference to knowledge
management theory and its contribution to the
Department of Health's 'Information for Health'
Strategy.
Sometimes it isn't easy to begin at the beginning,
especially when there are so many beginnings from
which to choose. Nevertheless, in the often confus-
ing world of knowledge management/ KM theory,
I think it is only fair to outline where I'm coming
from in terms of my theoretical understanding of
the concept, before launching into the intricacies
of how this interpretation of KM has been trans-
lated into a fully functioning NHS knowledge
management project.
Defining Knowledge
Management
Many professional and academic groups stake
claim to the term 'knowledge management' and
subsequently many definitions now exist that
attempt to define the subject. Some of these
definitions appear conflicting and others sound
like 'variations of
a
theme'. One is likely to en-
counter any/ all of the following perspectives when
searching for understanding of the term 'knowl-
edge management':
The Information Technologists viewpoint
This group often argues that 'knowledge manage-
ment' is all about capturing 'knowledge' into
advanced IT systems [such as Intranets/ Internet]
to facilitate improved communication flow be-
tween groups of people.
The Human Resource Managers viewpoint
These professionals stress that 'knowledge man-
agement' is more concerned with understanding
human behaviour patterns within organisational
structures and learning how best to manage these
processes for organisational gain.
The Librarians viewpoint
Many librarians believe that knowledge manage-
ment is all about identifying the 'knowledge needs'
of clients and matching these to the best available
information resources in a timely and efficient
fashion.
There are many opinions1. So whom do we believe?
I believe that in order for us to make sense of
'knowledge management' we must first ask our-
selves: 'what is knowledge?' We cannot attempt to
manage something that we have not defined.
Defining knowledge, like defining 'knowledge
management', however, is not an easy task. Again,
there is a proliferation of different meanings
associated with the term. I would like to present to
you just one. It is provided by management theo-
rists Nonaka and Takeuchi [1995]2. They argue
that knowledge has two states: as tacit knowledge
or explicit knowledge.
Tacit knowledge is defined as personal knowledge
embedded in individual experience and it involves
such intangible factors as personal
belief,
perspec-
tives,
values, individual know-how.
Explicit knowledge involves recorded knowledge
and knowledge in action and it can be articulated
in formal language and transmitted among indi-
viduals [printed resources, email, electronic
databases].
Nonaka and Takeuchi's definition emphasises the
importance of social activity in the process of
knowledge generation. We learn knowledge from
others [either through direct human interaction or
through information resources produced by hu-
mans],
we process this knowledge internally [i.e:
we formulate 'tacit' understanding] and then we
transmit it to others [as 'explicit' knowledge]. This
process is cyclical: knowledge never stands still, it
VINE 121
—
31
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