Knowledge Management in NHS: A Critical Analysis

The assignment delves into the concept of knowledge management in the healthcare sector, specifically in the National Health Service (NHS). It examines the importance of knowledge management in ensuring patient safety and promoting better outcomes. However, it also highlights the challenges faced by NHS in implementing effective knowledge management systems, including gaps in evaluating stakeholder needs and compressing them into one knowledge management system, as well as the unpredictable nature of changes in the healthcare sector.

AN ANALYSIS OF THE KNOWLEDGE MANAGEMENT SYSTEM OF NHS 1
An Analysis of the Knowledge Management System of NHS
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Institution
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Executive summary
This report purposes to critically evaluate the Knowledge management systems available in
NHS. NHS is a non-profit organization which aims to provide quality healthcare and health
information to patients and improves the knowledge base of health professionals. The report has
given a brief overview of NHS, its mission, strategic vision objectives and guiding principles, the
knowledge management tools used and a SWOT analysis of the knowledge management
approach taken by the organization. In the end, a brief conclusion has been given which
summarises the significant ideas in the report.

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Table of Contents
Executive summary...................................................................................................................................2
Introduction...............................................................................................................................................4
An overview of NHS' mission, vision, and strategic objectives..............................................................4
Knowledge management system of NHS.................................................................................................4
Eurekas and Lesson Cards...................................................................................................................5
Advantages of Eurekas and lesson cards.........................................................................................5
Disadvantages of Eurekas and Lesson cards...................................................................................5
The map of medicine.............................................................................................................................6
Advantages of the map of medicine..................................................................................................6
Disadvantages of the map of medicine.............................................................................................6
The specialist library.............................................................................................................................6
Advantages of the specialist library.................................................................................................7
Disadvantages of specialist library...................................................................................................7
How the KM Tools promote learning and unlearning............................................................................7
The Nonaka and Takeuchi Knowledge Spiral Model.............................................................................8
Evaluation..................................................................................................................................................9
Conclusion................................................................................................................................................10
Recommendations...................................................................................................................................10
References................................................................................................................................................12

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Introduction
Knowledge management is the process of selecting and utilizing tools and various
systems to gather and disseminate information within and outside the enterprise efficiently. It
provides a useful framework for assessing new ideas and information coming up in the enterprise
(Lettieri et al., 2004, p. 16). This report analyses the knowledge management system of National
Health Services (NHS).
An overview of NHS' mission, vision, and strategic objectives
NHS is a name used to refer to the public health services in the UK. Specifically, NHS
England was created with a mission to promote good healthcare for all, irrespective of wealth
(NHS, 2018). Three principal objectives guide its activities- meeting the needs of everyone,
delivering free services, and basing its operations on clinical needs of people and not their ability
to pay. The strategic objectives of NHS are based on four aspects- quality, innovation and
collaboration, people and sustainability. It aims to deliver safe, quality and effective care that
satisfies both the community and individual needs and to provide integrated and innovative care
closer to home which improves the well-being, health, and independent living. It also aims to be
an active organization with highly skilled, talented and empowered staff.
Knowledge management system of NHS
NHS has put more effort on establishing Knowledge management activities through the
National Knowledge Service. The primary aim of NKS is to provide the employees of NHS with
the most appropriate knowledge in the most desirable format (NHS, 2018). The ultimate
objective of KM in NHS is to ensure patient safety and standardize the medical and health
practices. Within the NKS exists some projects like the "Do Once and Share" (DOAS) project

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and the Knowledge management specialist library which can be accessed via the National
Library of Health.
DOAS concentrates on 50 primary clinical topics. Some of these topics include child
health, renal failure, oral health and asthma among other issues (NHS, 2018). It aims to institute
a standard management approach across the NHS. The following paragraphs provide a study of
other examples of KM in NHS.
Eurekas and Lesson Cards
The NHS modernization Agency formed Eurekas and Lesson cards. They are concise and
functional documents which contain lessons learned from various experiences and instances of
innovation in the NHS and promote work-based learning throughout NHS (NHS, 2018). The
NHS in England has also established a protocols and Care pathways database which is available
in the National Library for Health. This database contains a step-by-step guide to procedures
from NHS trusts around the nation.
Advantages of Eurekas and lesson cards
Eurekas and lesson cards Promote information flow between different health specialists
in the healthcare industry. Also, work-based learning is achieved by using these tools. While
continuing with their work at their duty centers, the healthcare operators can continuously refer
to these tools as a way of accessing more information and improving their skills (Gould & Mitts,
2014, p. 47). Honestly, if appropriately used, Eurekas and Lesson cards can avail all the lessons
learned from a range of experiences thus promoting continuous improvements in health
operations and management process.

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Disadvantages of Eurekas and Lesson cards
Sadly enough, some healthcare specialists may tend to limit their search for information
to the Eurekas and Lesson cards. They may, therefore, have a fixed mind and become unable to
look for other sources of information (Gould & Mitts, 2014, p. 47). Moreover, the Eurekas and
Lesson cards, may not be able to provide all the information required by the specialists.
Sometimes the information given may be incomplete or irrelevant.
The map of medicine
Another knowledge management tool available via National Library for Health is the
Map of Medicine. This is a map which connects health professionals to the evidence base and
local connections. NHS has also developed NHS Networks which enables the health experts to
create work-related networks by supporting collaboration and facilitating the communication
process.
Advantages of the map of medicine
The map of medicine necessitates access to best practice guidance by the healthcare
professionals. Also, by using this tool, the healthcare specialists can gain access to up to date
care pathways (Choices, 2014, p. 2). This enables them to visualize the referral and care
pathways for different patients. It is also worth noting that this tool reduces the overall time spent
in making referrals and supports the individual specialists’ professional development
Disadvantages of the map of medicine
Oddly, one of the overall weaknesses of the map of medicine is that it is too streamlined.
Also, there are some criticisms that it is complex and disturbing to grasp by some specialists
(Choices, 2014, p. 4). Therefore, it should be thoroughly coordinated to enable more specialists
to have a clear grasp on how to use it.

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The specialist library
The last tool used in NHS is the Knowledge management specialist library. This is a
portal which provides health specialists with access to reliable research on KM in healthcare, a
glossary to enhance understandability of KM, diary dates for health events, good health practice
examples and a network to discuss ideas among other information.
Advantages of the specialist library
One of the advantages of the specialist library is that it is reliable. It also contains a range
of useful information that can be retrieved by the health professionals at the click of a button.
Another importance of the specialist library is that it offers a host of tools and tutorials to the
specialists, enabling them to improve their skills.
Disadvantages of specialist library
Sometimes, a health care specialist may not be able to retrieve specific information of
interest from the specialist library. This is because the library is a portal that contains a pool of
information. Also, the healthcare professionals may be interested in doing more research about a
particular disease, or condition, while this may be unavailable in the specialist library.
Furthermore, the healthcare professionals may tend to limit their search for information to the
specialist library, hence may not be ready to extend further to other sources of information. In the
long run, this may discourage innovation.
How the KM Tools promote learning and unlearning
The above knowledge management tools have been helpful in ensuring NHS achieve its
goals. They have assisted different health professionals to access beneficial health information
(NHS, 2018). They have also assisted the general public to know their rights and receive health
advice. Also, the knowledge management tools have acted as forums for interaction between

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different stakeholders and health professionals on health matters. However, the healthcare
industry is influenced by a tremendous flurry of change. Therefore, the above learning tools have
proven to be essential in promoting learning and unlearning in the organization.
Ideally, Learning involves a continuous acquisition of knowledge. Before someone can
learn, he/she may have certain beliefs, old knowledge or some misconceptions about a particular
event or experience (Hislop et al., 2014, p. 540). Therefore, one should be able to forget the
previously-held beliefs or repudiate some long revered theories through unlearning and adopt
new ideas through learning. According to Hislop et al. (2014, p. 42), learning consists of two
different dimensions- explicit and tacit. It is through social interaction and usage of various KM
tools that both explicit and implicit knowledge can be transferred. This is explained below using
the Nonaka and Takeuchi Knowledge spiral model.
The Nonaka and Takeuchi Knowledge Spiral Model
The KM tools can be discussed using the Nonaka and Takeuchi Knowledge Spiral
Model. Under this model, Knowledge can be categorized into two- explicit and tacit. As
explained by Hume & Hume (2008, p. 129), the explicit knowledge is always contained in
manuals while the tacit knowledge is learned through experience and communicated through
analogy and metaphor.
Explicit knowledge can also be known as codified knowledge. It is a type of knowledge
that can readily be codified, verbalized and articulated. It is usually easy to transmit codified
knowledge to others through media, books, and encyclopedias among other ways (Zhao et al.,
2013, p.903). On the other hand, Tacit or implicit knowledge is a type of knowledge that cannot
be easily transferred from one person to another by verbalizing or writing it down. In this case,
the knowledge management system in NHS can be explained as both explicit and tacit. The

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explicit knowledge is distributed through the Eurekas and Lesson cards, DOAS, Care pathways
and Protocol guides, and the map of medicine. Conversely, the tacit knowledge is distributed via
the knowledge management specialist library, which offers a forum for interaction between
different specialists, who share knowledge, experience, and skills through online discussions.
Tacit knowledge is usually difficult to transfer. Therefore, it requires people to have
regular interactions, trust, and personal contacts to transfer tacit knowledge (Hume & Hume,
2008, p. 129. Therefore, the knowledge management specialist library forms the best tools for
transferring this kind of knowledge as it provides a forum for regular interactions between
different specialists.
The SECI Model was introduced by Ikujiro Nonaka to explain the explicit and tacit
concepts of knowledge conversion further. He came up with four basic ways of combining and
converting knowledge types- combination, externalization, socialization, and internalization.
In socialization, knowledge is inherited through observation, action, and practice. In
NHS, using the map of medicine, experts can observe and imitate the guidelines and tutorials
given. Externalization is whereby tacit knowledge is codified into documents (Hansel et al.,
1999, p. 2). Through the Eurekas and Lesson cards, NHS has been able to print different
procedures to make them available to the health experts.
A combination is whereby codified knowledge sources are combined to create some new
knowledge. Through discussions, NHS has been able to continually improve the contents of the
Knowledge management specialist library to make them suit the needs of different stakeholders.
The specialists are therefore able to internalize the knowledge gained from this portal and apply
them in medical practice.

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Evaluation
SWOT analysis is a model which can be used to analyze the strengths, weaknesses,
opportunities, and threats of an organization. The strengths refer to the unique capabilities
possessed by a firm. For instance, NHS has well established KM system. This system consists of
various tools such as Eurekas and Lesson cards, DOAS and map of medicine among other tools.
The tools necessitate receipt and sharing of health information among professionals and between
different stakeholders.
Opportunities refer to the gaps in external environment which an enterprise can pursue to
become more competitive. For example, NHS has an opportunity to improve its systems to
reflect the changes in technology constantly. Concerning this, the Knowledge management
specialist library has since been upgraded from time to time to suit the needs of various
stakeholders.
Another SWOT variable is the weaknesses; these refer to the gaps available in an
organization which can allow other competitors, to be more profitable than the enterprise. These
gaps often make an enterprise less competitive. For example, NHS has not been able to evaluate
the needs of all its stakeholders and compress them into one knowledge management system.
This is a weakness. Therefore, some stakeholder's requirements may not be reflected.
Threats, on the other hand, refers to the factors that may impede the success of an
enterprise. For instance, the changes in technology and health needs of various stakeholders in
the healthcare sector are unpredictable. This may act as a threat to NHS as it may not be able to
react to these changes promptly.

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Conclusion
Knowledge management in health care promotes the safety of patients and better
outcomes. Specifically, in NHS, it has enabled interaction between professionals and transfer of
information between different stakeholders. However, the unpredictable nature of changes in the
healthcare sector has acted as a major threat to this organization, making it unable to respond
promptly to all the healthcare needs of the people.
Recommendations
The healthcare professionals should use the km tools available in the organization to
receive and boost their explicit knowledge. Also, the Knowledge management tools should be
updated regularly to reflect the prevailing changes in the healthcare environment. This will
promote learning and unlearn among the healthcare professionals and patients in general.
Through unlearning, the professionals and the patients will be able to reject or forget their
previously-held beliefs and acquire new and up to date knowledge. The specialists should also
hold regular interactions with some tools such as the specialist library to enable them to develop
trust in each other and consequently acquire tacit knowledge. The knowledge management tools
provide the specialists with several incentives. Therefore, if used optimally, they will be able to
acquire accurately and up to date knowledge. However, the specialists should always not limit
their search to the Eurekas and Lesson cards. They should expand and use other sources. Also,
the Eurekas and Lesson cards should be customized to remove outdated information.
Furthermore, NHS should establish guidelines on how to use the Map of medicine to eliminate
the difficulties experienced by some professionals. The Specialty library portal should also be
organized in such a way that the topics are identifiable so that the healthcare professionals pick

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the relevant topics easily to avoid time wastage in searching for information from a large pool of
data.

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References
Choices, N.H.S., 2014. Map of Medicine. Prostatitis–Secondary Care, January 2014. P. 1-85
Gould, D., and Mitts, L., 2014. EUREKA! Causal Thinking about Molecules and Matter.
Science Scope, 38(2), p.47.
Hansen, M.T., Nohria, N. & Tierney, T., 1999. What’s Your Strategy for Managing Knowledge?
The Knowledge Management Yearbook 2000–2001, Pp.1-10.
Hislop, D., Bosley, S., Coombs, C.R. and Holland, J., 2014. The process of individual
unlearning: A neglected topic in an under-researched field. Management Learning, 45(5),
pp.540-560.
Hume, C. & Hume, M., 2008. The Strategic Role of Knowledge Management in Nonprofit
Organisations. International Journal of Nonprofit and Voluntary Sector Marketing, 13(2),
Pp.129-140.
Lettieri, E., Borga, F. & Savoldelli, A., 2004. Knowledge Management in Non-Profit
Organizations. Journal of Knowledge Management, 8(6), Pp.16-30.
NHS, 2018. About Us. [Online] Available at: https://www.england.nhs.uk/about/ [Accessed 7
March 2018].
Zhao, Y., Lu, Y. and Wang, X., 2013. Organizational unlearning and organizational relearning: a
dynamic process of knowledge management. Journal of Knowledge Management, 17(6), pp.902-
912.