One of our P2 team has asked to understand what we are really trying to do with Radio. I have attached a prior posting to show one piece of the vision. Healthcare is a community undertaking, from the patient perspective. We must be able to learn together as a community if we are to improve the system of care that we all practice and experience healthcare in. I hope that Radio becomes a key to cross organizational cooperation and learning. Some of the most meaningful learning is through sharing stories. Also knowing each other, having relationships is important. Radio can facilitate all these things if we use it. Another concern that we all have is how can we know what is going on. So much is happening that one quickly feels out of the loop. I hope that Radio become the way that all interested people keep as in touch as they wish.

Here is a model of community learning. Try to imagine Radio as a communication method to support this kind of learning. Of course we will need to adapt all of this to our local situation.

Communities of Learning - Apply to Healthcare?

Royal Dutch Shell Oil Company links key people through out the world in ways that promote learning. Health care would be wise to copy this practice. How a Learning Community Really Works (From Linkage, Inc.'s Best Practices in Knowledge Management & Organizational Learning Handbook) Although each learning community could determine its own method for sharing knowledge, most follow an approach first developed by the petrophysics group. The petrophysics community links across teams in five different ways: 1. First, the community holds a weekly agenda-less meetings where anyone can get input on any topic. These are very different from most agenda-driven meetings in the organization. They emphasize open dialogue for exploring issues, with no pressure to come to resolution. Members are encouraged to discuss real problems they currently face and not to use the community as a rubber stamp for analyses and decisions they have already made. These are the public events of the community. 2. To share knowledge that is more explicit the community hosts formal presentations by vendors on new technology. 3. To ensure their data is consistent and widely available, the community has a data library that lets them compare data from many different sites. 4. To ensure that informal help is available at any time, one of their members acts as a community coordinator. The community coordinator's most visible community work involves facilitating the community's meetings. The majority of this person's work is in the private space of the community, making one-on-one contact with community members. The community coordinator talks to people between meetings to ensure that the topics people bring to the meetings are interesting to other community members and that the right people for a good discussion are present. Most importantly, the coordinator maintains relationships among members, connecting people with common interests or finding people who can serve as resources for particular daily work problems. 5. Finally, to educate people entering petrophysics from other disciplines, the community manages a mentor program. While the organization already had a mentoring program, most of the mentoring burden fell to a few senior petrophysicists. When the community took on mentorship, they were able to distribute the work of mentoring more evenly among the staff. One of the key qualifiers of the success of the petrophysicists' community work is the tone of their meetings. They openly discuss alternate interpretations of their data, new ideas and approaches, and new technology, without incurring the obligation to act on each other's ideas.

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