Validating A knowledge transfer framework in health services

The study of knowledge transfer (KT) has been proceeding in parallel but independently in health services and in business, presenting an opportunity for synergy and sharing. This paper uses a survey of 32 empirical KT studies with their 96 uniquely named determinants of KT success to identify ten unique determinants for horizontal knowledge transfer success. These determinants, the outcome measure of Knowledge Use, and separate explicit and tacit transfer flows constitute the KT Framework, extending the work of previous KT framework authors. Our Framework was validated through a case study of the transfer of clinical practice guideline knowledge between the cardiac teams of selected Ontario hospitals, using a survey of senders and receivers developed from the KT literature. The study findings were: 8 of 10 determinants were supported by the Successful Transfer Hospitals; and 4 of 10 determinants were found to a higher degree in the Successful than non-Successful transfer hospitals. Taken together, the results show substantive support for the KT Framework determinants, indicating aggregate support of 9 of these determinants, but not the 10th - Knowledge Complexity. The transfer of tacit knowledge was found to be related to the transfer of the explicit knowledge and expressed as the transfer or recreation of resource profile and internal process tacit knowledge, where this tacit transfer did not require interactions between Sender and Receiver. This study provides managers with the building blocks to assess and improve the success rates of their knowledge transfers.

Knowledge creation: revisiting the 'ba' humbug people and 'latent' knowledge in organizational learning

Knowledge management theory has struggled with the concept of `knowledge creation'. Since the seminal article of Nonaka in 1991, an industry has grown up seeking to capture the knowledge in the heads and hearts of individuals so as to leverage them for organizational learning and growth. But the process of Socialization, Externalization, Combination and Internalization (SECI) outlined by Nonaka and his colleagues has essentially dealt with knowledge transfer rather than knowledge creation. This paper attempts to fill the gap in the process - from Nonaka's own addition of the need for "ba" to Snowden's suggestion of that we consider "Cynefin" as a space for knowledge creation. Drawing upon a much older theoretical frame - work the Johari Window developed in group dynamics, this paper suggests an alternative concept - latent knowledge - and introduces a different model for the process of knowledge creation.

Using Mobile Learning Games for Delivery Purposes in Humanities

Games and applications with gamified elements have been used in teaching and learning widely. Gamified applications attract the interest of students and teachers because they assist them to achieve their cognitive and pedagogical purposes. This paper describes a study that explores the use of a gamified learning application designed to introduce students at key stages 3 and 4 (ages 14-15) to ancient Greek Philosophy. The study involves 3 tests and 3 different groups of students and aimed to explore if the application improves students' knowledge and understanding and to compare different styles of subject delivering. This paper presents and discusses in details the results of the first test.

The compassion gap in UK universities

Context: This critical reflection is set in the context of increasing marketisation in UK higher education, where students are seen as consumers, rather than learners with power. The paper explores the dark side of academic work and the compassion gap in universities, in order to make recommendations for practice development in higher education and the human services. Aims: The paper aims to show how reflexive dialogue can be used to enable the development of compassionate academic practice. Conclusions and Implications for Practice: Toxic environments and organisational cultures in higher education have compounded the crisis in compassionate care in the NHS. Implications for practice are: • Narrative approaches and critical appreciative inquiry are useful methods with which to reveal, and rectify, failures of compassion; • Courageous conversations are required to challenge dysfunctional organisational systems and processes; • Leadership development programmes should include the application of skills of compassion in organisational settings.