a network analysis of information use in a public health organization
DESCRIPTION
A Network Analysis of Information Use in a Public Health Organization Jacqueline Merrill, Suzanne Bakken, Maxine Rockoff, Kristine Gebbie, Columbia University Kathleen Carley Carnegie Mellon University AcademyHealth June 25, 2006. Overview. - PowerPoint PPT PresentationTRANSCRIPT
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A Network Analysis of
Information Use in a
Public Health Organization
Jacqueline Merrill, Suzanne Bakken, Maxine Rockoff, Kristine Gebbie, Columbia University
Kathleen Carley Carnegie Mellon University
AcademyHealth June 25, 2006
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Overview
Organizational Network Analysis is a research and a management technique
Potential to
• Aid decision making in PH management
• Improve effectiveness agency processes
• Implications for system wide performance
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RationalePublic Health Agencies
• complex information processing entities
• specialized information and knowledge networks
• networks interact dynamically – affect performance
• complex, nonlinear, hard to understand, therefore unmanaged
• information needs not well met
• need to justify investments to improve information management
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Research Objectives
Pilot study
• Empirically describe the structure of information flow in a health department using organizational network analysis
• Determine possible links between information flow and agency performance, as suggested by the network model
• Assess the utility of the method for public health information management
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Acknowledgements
Research funding• New York Academy of Medicine through a research grant from the National
Library of Medicine, Maxine L. Rockoff, Principal Investigator
Research• Columbia University School of Nursing through a grant from the National
Institute of Nursing Research, Suzanne Bakken, Principal Investigator
Supplementary data for secondary analysis• New York Medical College through a grant from the National Library of
Medicine, Diana Cunningham, Principal Investigator
Consultation• Center for Analysis of Social and Organizational Systems, Carnegie Mellon
University, Kathleen Carley, Director
• Special thanks to Michael Caldwell, Commissioner, Dutchess County Health Department
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Adjacency Matrix
Networks & Complexity
Different kind of data
Relationships among
nodes & edges
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METHOD: ORGANIZATIONAL NETWORK ANALYSIS
An empirical, descriptive technique for modeling organizational systems as interlocking networks
people, knowledge, resources, tasks
PremiseOrganization as information processing entityNetwork measures use graph theory to describe structural features
PurposeUnderstand the flow Find patterns, draw inferences from theory--social sciences, complexity, behavioral
ProductVisualizations, statisticsInsight on structure Implications for decision-making , planning , overall culture
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ORA: Organizational Risk Analyzer Carnegie Mellon University
ORA uses relational datasets organized into adjacency matrices analyzed as a metamatrix
People Knowledge Resources Tasks
People Social network
Who talks to who
Knowledge Network
Who knows what
Resources Network
Who has access
Assignment Network
Who does what
Knowledge Information Network
Connection among types of knowledge
Resources Usage Requirements
Knowledge to use resources
Knowledge Requirements
Knowledge needed for tasks
Resources Interoperability Requirements
Connections among resources
Resource Requirements
Resources needed for tasks
Tasks Precedence Dependencies
Tasks related to tasks
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Setting and Sample
• County health department
• Urban, suburban and rural population
• 156 employees (4 vacant positions)
• 9 divisions, 19 programs
• Representative of PH workforce
• Representative range of services
• Case study for applying method in public sector
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Network Survey Development
Modified standard network analysis questions• work-related relationships and communication among workers• how individuals receive and share info in routine work
To aid response used• recognition• two-sided questions allow reconstruction of network position
to who do you give informationfrom whom do you get information
Finalized with expert consultation, pilot tested
Secondary data from informatics competency surveyConverted to relational variables
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Data Tables
1. Agent by Agent 156 x 156Communication network questions
2. Agent by Task 156 x 190 Job level, relevance resources, job functions, job title,
communication w/ other orgs
3. Agent by Knowledge 156 x 39 Education, experience, self rated skills
4. Agent by Resource 156 x 52Info resources used, program, outside network
5. Agent by Organization 156 x 85 Outside organizations employees communicate with
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Data Analysis
Presentation of preliminary results via web conference to:
For collaborative interpretation (essential)
To direct focus of analysis
To stipulate goals for results
Data analysis plan
Overall network description with visualizations
Key actors (6 measures)
Organizational quality comparisons (15 measures)
Report on experienced staff
Analysis of a planned merger between two units
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Commissioner
Health Planning & Education
Health Information Administration
Environmental Health Medical Examiner Public Health Nursing Clinical Physician
Environ Water Lab
Comm Dx Control
Department of HealthFormal Hierarchy
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Commissioner
Environmental
Water Lab
Administration
Public Health Nursing
Communicable Dx Control
Public Information Office
Medical Examiner
Health Information
Clinical Physician
Communication Network by Division
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Communication Network by Division
Commissioner
Environmental
Water Lab
Administration
Public Health Nursing
Communicable Dx Control
Public Information Office
Medical Examiner
Health Information
Clinical Physician
Environmental staff
All other staff
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Use of electronic resources by front line staff
Shows core resources in the center. Note large number of unconnected staff
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Use of electronic resources by supervisory/management staff
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Comparison of Redundancies Number of people w/ same Knowledge, Assignment and Access
*PHN includes Preventive, Home Health and Clinical
0
10
20
30
40
50
60
70
80
90
100
DCDOHPlO
ADMINCDC
EnvEngEnvHealth
PHN*PrevServHomeHlth
ClinicalSpNeeds
Redundancy/Access
Redundancy/Assignment
Redundancy/Knowledge
Higher the number in relation to total people in each group = greater likelihood more redundancy than needed for efficient operation
Lower the number = greater likelihood too little redundancy for efficient operation if anyone is absent
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Findings
Problems •sub-groups control knowledge, resources •may be overspecialization of knowledge•potential for significant knowledge loss -retirement •little back up for personnel turnover•informational silos
Strengths that contribute to effective processes•efficient communication paths •good social density in the programs
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Findings Complexity and Task Environment
Context– public health tasks = well understood, but considerable
instability in the public health environment – unplanned events like outbreaks, water main breaks,
extreme weather
Agency needs– redundancy– greater cross-program coordination – regular within and cross-program briefings
• allow personnel to build up transactive memory (knowledge of who knows who & who knows what) to cope w/ novel situations
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Proposed Application of Findings
• Use findings to inform the agency’s ongoing strategic management initiative
• Identify appropriate redundancies
• Connect more programs and people internally (mentoring and pairing staff) to improve redundancy and communication
• Provide more) communication tools and infrastructure (mobile devices)
• Apply knowledge of network to preparedness
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Significance
Health department•Strategic planning•Managerial value: process, resources
Public health organizations•Private sector method--case study for public sector •Evaluation metric outside incentive-based market logic
Public health informatics •Collaborative PH/informatics knowledge building•Refine information management
Public health system•Establish baselines, compare, identify preferred structures
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THANK YOU