A Knowledge Management Case Study of London Ambulance Service Computer Aided Despatch System
INTRODUCTION
Objectives of this Report:
This report also explores the various facets which contributed to the failure of the 1992 London Ambulance Service Computer Aided Despatch System and lessons which may be learnt from it. Both information systems and knowledge management initiatives share similar success factors for development and implementation.
Although there have been various literature reviewed, this report draws primarily on the official Inquiry Report into the London Ambulance Service Computer Aided Despatch System, (Page et al. 1993)[1] and any reference to “The Inquiry Report” in this report is reference to that report.
1.0 Data, Information, Knowledge and Wisdom
1.1. Data
Data may be viewed as the raw material of the required information. It has no understandable meaning, nor form, nor recognisable pattern to the audience prior to undergoing the process of being organised and analysed for a particular purpose, and then presented in a “form” that the audience would see its meaning within the context of the particular area studied.
1.2. Information
Information has been described as data “in formation” (Dixon, 2000)[2]. It is data that is classified, sorted, perhaps even statistically analysed, displayed, communicated verbally or graphically, or in the form of tables. It has form and pattern because it is organised deliberately for a specific purpose, within a context for an audience.
1.3. Knowledge
Knowledge is derived from information much in the same way that information is derived from data. Knowledge, however, could only be created by people. It is a synthesis of information that is digested, believed to be true and applied in an experiential way by the ‘knower’. I believe knowledge is something the ‘knower’ believes and concludes to be true, and influences his following decisions and actions.
“It is knowledge, not information, which can lead to a competitive advantage in business“ (Awad, 2004) [3].
1.4. Wisdom
Wisdom may
Objectives of this Report:
This report also explores the various facets which contributed to the failure of the 1992 London Ambulance Service Computer Aided Despatch System and lessons which may be learnt from it. Both information systems and knowledge management initiatives share similar success factors for development and implementation.
Although there have been various literature reviewed, this report draws primarily on the official Inquiry Report into the London Ambulance Service Computer Aided Despatch System, (Page et al. 1993)[1] and any reference to “The Inquiry Report” in this report is reference to that report.
1.0 Data, Information, Knowledge and Wisdom
1.1. Data
Data may be viewed as the raw material of the required information. It has no understandable meaning, nor form, nor recognisable pattern to the audience prior to undergoing the process of being organised and analysed for a particular purpose, and then presented in a “form” that the audience would see its meaning within the context of the particular area studied.
1.2. Information
Information has been described as data “in formation” (Dixon, 2000)[2]. It is data that is classified, sorted, perhaps even statistically analysed, displayed, communicated verbally or graphically, or in the form of tables. It has form and pattern because it is organised deliberately for a specific purpose, within a context for an audience.
1.3. Knowledge
Knowledge is derived from information much in the same way that information is derived from data. Knowledge, however, could only be created by people. It is a synthesis of information that is digested, believed to be true and applied in an experiential way by the ‘knower’. I believe knowledge is something the ‘knower’ believes and concludes to be true, and influences his following decisions and actions.
“It is knowledge, not information, which can lead to a competitive advantage in business“ (Awad, 2004) [3].
1.4. Wisdom
Wisdom may
Bibliography: 1. Page, D., Williams, P. and Boyd, D. (1993). “Report of the inquiry into the London Ambulance Service”, South West Thames Regional Health Authority, UK, (27). Available: www.cs.ucl.ac.uk/staff/A.Finkelstein/las/lascase0.9.pdf 2. Beynon-Davies, Paul (1999), “Human error and information systems failure: the case of the London ambulance service computer-aided despatch system project”, Interacting with Computers 11, (699-722). 3. Jeffcott M.A. & Johnson C.W (2002). “The use of a formalised risk model in NHS information systems development”, Cognition Technology and Work Journal 2002: 4 [2]: (120-136). 4. McManus, John (2004). “A Stakeholder Perspective in Software Project Management”, Management Services, Enfield, May 2004. 48, [5], (8) Available http://proquest.umi.com, Document ID: 638889621 5. Association of Knowledgework (2003), “Preparing for Conversations with Richard Cross: When All Work is Knowledge Work”, Available: http://www.kwork.org/Stars/cross.html. Last Accessed: 24/07/04.