Tacit practice in care homes

Sandvoll, Anne Marie

doi:10.19043/ipdj.7sp.006

Cited by 4 publications

(7 citation statements)

References 17 publications

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“…The practical experience of doing care management work -"know-how" -is highly valued. Our findings resonate with previous research concluding that many of the skills needed within care homes are tacit, difficult to codify and are picked up through the experience of doing the work (Himmelweit, 1999;Sandvoll, 2017). This does not mean that explicit knowledge is not important but it is unlikely to be viewed as sufficient to ensure optimal care practices.…”

Section: Discussionsupporting

confidence: 86%

“…Second, enabling managers to bring tacit knowledge to the surface, articulate, share and critically appraise to support and enhance innovative care practices (Khotari et al, 2012;Pawson, Boaz, Grayson, Long, & Barnes, 2003). This includes creating the time and space to critically reflect on and discuss practice -and tacit -issues through methods such as reflective groups and appreciative dialogue to facilitate practice development (Sandvoll, 2017).…”

Section: Discussionmentioning

confidence: 99%

“…with other knowledge, such as tacit, gained from the experience of doing care work (Sandvoll, 2017), and with established practices and values (Rutter & Fisher, 2013) such as the medical model of care. A critical influence is how managers within a care home guide staff, balance regulatory requirements and support the implementation of best care practices, processes and new initiatives to impact positively for people living in care homes (Andre, Sjøvold, Rannestad, & Ringdal, 2014;Colón-Emeric et al, 2016;Levenson & Morley, 2007;Szczepura, Clay, Hyde, Neilson, & Wild, 2008;van der Zijpp et al, 2016;Woo, Milworm, & Dowding, 2017).…”

Section: What This Paper Addsmentioning

confidence: 99%

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Knowledge needs and use in long‐term care homes for older people: A qualitative interview study of managers’ views

Day

Dean

Reed

et al. 2020

Health Social Care Comm

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We explore the views of managers' knowledge needs and use to optimise care practices and enhance the life experience for older people living, and staff working, in long-term care homes (with and without nursing). This paper contributes to previous research by offering insights into the knowledge types drawn upon and used by managers to inform efforts to better support gaining and mobilising knowledge.Using a pragmatic qualitative approach, we undertook 19 semi-structured interviews with managers and leaders in 15 care homes in the South West of England, varying in geographical location, size and type of ownership. We did a thematic analysis of the data using Framework Analysis. Our interpretations were informed by the existing literature on knowledge types. We identified three themes from our analysis as to managers' knowledge needs and use when implementing changes. First, views about training and formal reports or "explicit knowledge" consisting of the two sub-themes "gaining explicit knowledge" and "research knowledge". Second, perspectives relating to practical experience or "tacit knowledge" and judging the use of knowledge in particular cases or "phronesis". Third, the role of emotion in managers' knowledge needs and use. We found that having knowledge was positively valued by managers and leaders for improving care practices and enhancing the lives of people residing in care homes. Tacit knowledge and phronesis were particularly highly valued and we note challenges with the perceived applicability, relevance and use of research evidence.We identify that emotions are an important component within knowledge use and a need to further understand how to support the emotional wellbeing of managers so they can support care staff and residents. Greater consideration is needed as to how to optimise gaining and mobilising all knowledge types -"know-what," "know-how," "know-when" and "know-feel" -to benefit people living, and staff working, in care homes.

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Section: Discussionsupporting

confidence: 86%

Section: Discussionmentioning

confidence: 99%

Section: What This Paper Addsmentioning

confidence: 99%

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Knowledge needs and use in long‐term care homes for older people: A qualitative interview study of managers’ views

Day

Dean

Reed

et al. 2020

Health Social Care Comm

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“…It has also been suggested that staff behavior is incorporated into tacit routines; they perform tasks that are taken for granted by most people, including themselves ( Sandvoll, 2017 ). Particular care providers played key roles in setting a tone, acting as a role model, mentoring, transforming mistakes into learning opportunities, or sharing key examples ( Cammer et al, 2014 ).…”

Section: Knowledge Management In Nursing Homes and Its Influence On Q...mentioning

confidence: 99%

The impact of knowledge management on the quality of services in nursing homes

Kejžar

Dimovski²,

Colnar³

2023

Front. Psychol.

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IntroductionCurrent management strategies in nursing homes (NH) aim to ensure effective knowledge management (KM) in order to provide both best possible services to residents, and care for staff in NH. Teamwork in NH is essential for effective delivery of the highest quality of services. As a result, NH are increasingly adopting KM activities to enable knowledge creation, storage, transfer, and implementation in an environment facing many challenges such as lack of staff, increasing demands, and expectations of residents.MethodsIn our quantitative study, we examined how two Slovenian state NH that adopted the E-Qalin quality management model (European quality-improving learning model) adapted their KM, and what impact their quality management system and KM activities actually have on the quality of services. Furthermore, we examined how two Slovenian private NH that have not adopted a certified quality management program (like ISO or E-Qalin) tackle the issue of quality of services from the KM perspective. The sample consisted of 80 nursing professionals. In every NH that is part of this study, teamwork is essential and every individual that was involved in our survey is part of a team. In our study, we analyzed relationships between individual variables using linear regression.ResultsWe found a significant and positive relationship between knowledge creation, transfer, and implementation in NH with and without the E-Qalin certificate. We found a significant and positive relationship between knowledge storage and the quality of services only in NH without a E-Qualin certificate. It seems that when connecting multidisciplinary fields such as NH and KM, there is still a lack of awareness and knowledge on the topic of KM, which might be one of the reasons for some bias in the answers provided by respondents. We also found different teamwork approaches in NH with and without a E-Qalin certificate. Our research results therefore emphasize the need to gain additional insight into quality management and KM in the environment of NH.ConclusionTeamwork based on knowledge storage, transfer, the implementation of existing knowledge, and creation of new knowledge are essential for well-trained professionals and, as a result, contribute to continuous improvement in service quality. Implementation of KM is well received by NH, and enables them to better meet the needs and expectations of residents. More importantly, nursing staff also share and pass on tacit knowledge through teamwork. Finally, all of the NH in our study that implemented quality and KM activities noted an improvement in the quality of services that are offered to residents in practice. Our results indicate that the topic of KM in NH is interesting, and it has a positive impact on the quality of services in practice. However, the problem of awareness and knowledge on the topic of KM in the environment of NH still exists, highlighting the need for further research, additional insight, and dissemination of knowledge to every interested stakeholder functioning in the field of NH. The results of the study make an important contribution to the research of KM in NH, focusing on the transfer of tacit knowledge.

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“…However, in building such a framework also choices had to be made. For example, while studies on team‐based level tacit knowledge provide interesting information on how knowledge about a particular client gets anchored in shared, everyday care routines (Sandvoll, 2017; Friedman & Bernell, 2006) and how it can be exchanged and developed in interdisciplinary care teams (Greenhalgh et al, 2008) the scope of our study did not allow for enough space for this topic to be explored further. Future (empirical) studies could further explore how teams share and develop tacit knowledge in the care for persons with PIMD.…”

Section: Limitationsmentioning

confidence: 99%

Tacit knowledge in dyads of persons with profound intellectual and multiple disabilities and their caregivers: An interpretative literature study

Hoogsteyns

Zaal-Schuller

Huisman

et al. 2023

Research Intellect Disabil

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Background: Caring for persons with profound intellectual and multiple disabilities (PIMD) demands specific expertise. Tacit knowledge seems to play an important role, but little is known about its nature, including what is necessary for its development and transfer.Aim: To gain understanding of the nature and development of tacit knowledge between persons with PIMD and their caregivers. Method:We conducted an interpretative synthesis of literature on tacit knowledge in caregiving dyads with persons with PIMD, persons with dementia or infants.Twelve studies were included.Results: Tacit knowledge is about caregivers and care-recipients becoming sensitive and responsive to each other's cues and together crafting care routines. Learning takes place in a constant process of action and response that transforms those involved. Conclusion:Building tacit knowledge together is necessary for persons with PIMD to learn to recognise and express their needs. Suggestions are made for ways to facilitate its development and transfer.

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Tacit practice in care homes

Cited by 4 publications

References 17 publications

Knowledge needs and use in long‐term care homes for older people: A qualitative interview study of managers’ views

Knowledge needs and use in long‐term care homes for older people: A qualitative interview study of managers’ views

The impact of knowledge management on the quality of services in nursing homes

Tacit knowledge in dyads of persons with profound intellectual and multiple disabilities and their caregivers: An interpretative literature study

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