The Epistemic Interactions of Knowledge Management

The first four phases of knowledge management are all about identifying and creating meaning and then making that meaning usable. Knowledge management is a set of epistemic actions, creating knowledge through interaction. This interaction is a way of creating a partnership between what happens in the head with everything in the world – Work-as-Imagined and Work-as-Done.

There are really four themes to a set of epistemic actions:

  • Foraging: Locating resources that will lead to understanding
  • Tuning: Adjusting resources to align with desired understanding
  • Externalizing: Moving resources out of the head and into the world
  • Constructing: Forming new knowledge structures in the world

These epistemic actions are all about moving from Work-as-Imagined through Work-as-Prescribed to enable Work-as-Done.

Knowledge Management is really about the embodiment of information, knowledge, and even wisdom through these epistemic actions to apply change upon the world.

Four Themes Mapped to Firts 4 Phases of Knowledge Management

Theme

Epistemic Interaction

Means

Foraging

Locating resources that will lead to understanding

Searching

 

Searching happens when you need information and believe it exists somewhere.

Searching depends on how we articulate or information needs.

Probing

 

“Tell me more.” Probing happens when the information you have isn’t quite enough. You are probing when you take the next step, move to the next level, and obtain more salient specifics. Probing is about drilling down and saying “show, explain, and reveal more about this.”

We can probe to reveal new patterns, structures and relationships. It brings to light new information that helps us to reconsider what we already know.

Animating

 

Animating is when we initiate and control motion in an information source. It includes learning-by-doing.

Collecting

Collecting is how we gather foraged information and tuck it away for future use.

Tuning

Adjusting resources to align with desired understanding

Collecting

 

Cloning

 

Cloning lets us take information from one situation and use it in another.

Cutting

 

Cutting is the way we say “this matters”, that “I need this part, but not the rest.”

Filtering

Filtering reduces complexity by reducing clutter to expose salient details.

Externalizing

Moving resources out of the head and into the world

Annotating

 

Annotating is how we add context to information. How we adapt and modify the information to the needed context.

Linking

Connecting bits of information together. Forming conceptual maps.

Generating

Introducing new knowledge into the world.

Chunking

Grouping idenpendent yet related information together.

Constructing

Forming new knowledge structures in the world

Chunking

 

Composing

Producing a new, separate structure from the information that has its own meaning and purpose.

Fragmenting

Taking information and breaking it apart into usable components.

Rearranging

The art of creating meaningful order.

Repicturing

Changing the way the information is represented to create understanding.

 

The Building Blocks of Work-as-Prescribed

Work-as-Prescribed – how we translate the desired activities into a set of process and procedure – relies on an understanding of how people think and process information.

The format is pivotal. The difficulties we have in quality are really not much different from elsewhere in society in that we are surrounded by confusing documentation and poorly presented explanations everywhere we look, that provide information but not understanding. Oftentimes we rely on canards of “this is what is expected,” “this is what works” – but rarely is that based on anything more than anecdotal. And as the high incidence of issues and the high cost of training shows, less than adequate.

There is a huge body-of-knowledge out there on cognitive-friendly design of visuals, including documentation. This is an area we as a quality profession need to get comfortable with. Most important, we need to give ourselves permission to adapt, modify and transform the information we need into a shape that aids understanding and makes everyone a better thinker.

Work-as-Prescribed (and work-as-instructed) is the creation of tools and technologies to help us think better, understand more and perform at our peak.

Locus of Understanding

Looking at the process at the right level is key. Think of Work-as-Prescribed as a lens. Sometimes you need a high-powered lens so that you can zoom in on a single task. Other times, you need to zoom out to see a set of tasks, a whole process, or how systems interact.

This is the locus of understanding, where understanding happens. When we take this position, we see how understanding is created. Adopting the locus of understanding means going to the right level for the problem at hand. When we apply it to Work-as-Prescribed we are applying the same principles as we do in problem-solving to developing the right tools to govern the work.

We are conducting knowledge management as part of our continuous improvement.

An important way to look is distributed cognitive resources, which means anything that contributes to the cognitive work being done. Adjusting the locus of understanding means that you can, and should, treat an SOP as a cognitive resource. Some of the memory is in your head and some is in the SOP. Work-as-prescribed is a cognitive resource that we distribute, routinely and casually across the brain and our quality system in the form of documents and other execution aids.

Other tools, like my favorite whiteboard, also serve as distributed cognitive resources.

So, as our documents and other tools are distributed cognitive resources it behooves us to ensure they are based on the best cognitive principles possible to drive the most benefit.

As an aside, there is a whole line of thought about why some physical objects are better at distributed cognitive resources than electronic. Movement actually matters.

Taking it even further (shifting the locus) we can see the entire quality system as a part of a single distributed cognitive system where cognitive work is performed via the cognitive functions of communicating, deciding, planning, and problem-solving. These cognitive functions are supported by cognitive processes such as perceiving, analyzing, exchanging, and manipulating.

Cognitive Activity in Work-As-Prescribed

The tools we develop to provide distributed cognitive activity strive to:

  • Provide short-term or long-term memory aids so that memory load can be reduced.
  • Provide information that can be directly perceived and used such that little effort is needed to interpret and formulate the information explicitly.
  • Provide knowledge and skills that are unavailable from internal representations.
  • Support perceptual operators that can recognize features easily and make inferences directly.
  • Anchor and structure cognitive behavior without conscious awareness.
  • Change the nature of a task by generating more efficient action sequences.
  • Stop time and support perceptual rehearsal to make invisible and transient information visible and sustainable.
  • Aid processibility by limiting abstraction.
  • Determine decision making strategies through accuracy maximization and effort minimization.

Driving Work-As Prescribed

As we build our requirements documents, our process and procedure, there are a few principles to keep in mind to better tap into distributed cognitive resources.

Plan for the flow of information: Think about paths, relationships, seams, edges and other hand-offs. Focus on the flow of information. Remember that we learn in a spiral, and the content needed for a novice is different from that of an expert and build our documents and the information flow accordingly. This principle is called Sequencing.

Break information down into pieces: Called, Chunking, the grouping together of information into ideally sized pieces. When building Work-As-Prescribed pay close attention to which of these chunks are reusable and build accordingly.

The deeply about context: How a tool is used drives what the tool should be.

Think deeply about information structures: Not all information is the same, not every example of Work-as-Prescribed should have the same structure.

Be conscientious about the digital and physical divide: Look for opportunities to integrate or connect these two worlds. Be honest of how enmeshed they are at any point in the system.

We are building our Work-as-Prescribed through leveraging our quality culture, our framework for coordinating work. Pay attention to:

  1. Shared Standards – Ways we communicate
  2. Invisible Environments – Ways we align, conceptually
  3. Visible Environments – Ways we collaborate
  4. Psychological Safety – Ways we behave
  5. Perspectives – Ways we see (and see differently)

Principles in Practice

When design process, procedure and task documentation leverage this principles by build blocks, or microcontent, that is:

  • about one primary idea, fact, or concept
  • easily scannable
  • labeled for clear identification and meaning, and
  • appropriately written and formatted for use anywhere and any time it is needed.

There is a common miscomprehension that simple means short. That just isn’t true. Simple means that it passes a test for the appropriateness of the size of a piece of content of providing sufficient details to answer a specific question for the targeted audience. The size of the content must effectively serve its intended purpose with efficiency, stripping off any unnecessary components.

We need to strive to apply cognitive thinking principles to our practice. The day of judging a requirements document by its page length is long over.

Constituents of cognitive thinking applied to Work-As-Prescribed

Qualitative Risk Analysis

Risk can be associated with a number of different types of consequences, impacting different objectives. The types of consequences to be analyzed are decided when planning the assessment. The context statement is checked to ensure that the consequences to be analyzed align with the purpose of the assessment and the decisions to be made. This can be revisited during the assessment as more is learned.

Methods used in analyzing risks can be qualitative, semiquantitative, or quantitative. The decision here will be on the intended use, the availability of reliable data, and the decision-making needs of the organization. In ICH Q9 this is also the level of formality.

Risk Is….

The combination of the probability of the occurrence of the harm and the severity of that harm.

The effect of uncertainty on objectives

Often characterized by reference to the potential event and consequences or combination of these

Often expressed in terms of a combination of the consequences of an event (including in changes in circumstances) and the associated likelihood of the occurrence

 

 

Qualitative assessments define consequence (or severity), likelihood, and level of risk by significance levels, such as “high,” “medium,” or “low.” They work best when supporting analysis that have a narrow application or are within another quality system, such as change control.

Qualitative

Below is a good way to break down consequences and likelihood for a less formal assessment.

Consequence

Increase Likelihood

Severity

People

Assets

Requirements

Ability to Meet Regulations

  1. Never Heard of in Industry

B. Has Occurred in Industry

C. Occurs Several Times Per Year in Company

D. Occurs Several Times Per Year at Location

0

No Injury

No Damage

No Effect

No Impact

Manage for Continuous Improvement

1

Slight Injury

Slight Damage

Slight Effect

Slight Impact

Incorporate Risk – Reduction Measures

2

Minor Injury

Minor Damage

Limited Effect

Limited Impact

3

Major Injury

Localized Damage

Localized Effect

Considerable Impact

Intolerable – Immediate Corrective Action

4

1-3 Fatalities

Major Damage

Major Effect

National Impact

5

Multiple Fatalities

Extensive Damage

Massive Effect

International Impact

 

Escalation of Critical Events

Event management systems need to have an escalation mechanism to ensure critical events are quickly elevated to a senior level to ensure organization-wide timely reactions.

Consistent Event Reporting

There are many reasons for a fast escalation.

  • Events that trigger reporting to Regulatory Agencies (e.g. Serious Breach, Urgent Safety Measures (UK), Field Alerts, Biological Product Deviation, Medical Device Report)
  • Events that require immediate action to prevent additional harm from across the organization
  • Events that require marshalling resources from large parts of the organization

GMP

GCP

GPVP

GLP

Research

IT

         Impact to data integrity

       Impact to product quality/supply

       Impact to data integrity

       Data/privacy breach

       Event impacting on-time compliance rates (not isolated/steady state)

       Impact to data integrity

       Impact to data integrity

       Reference GxP area for Impact resulting from/linked to system error/failure

       Product Quality/ CMC events in accordance with MRB criteria (or other events of similar scope of impact)

       Impact to study integrity

       Impact to subject’s safety, rights or welfare

       Gaps in reporting/ collection of potential AEs

       Impact to study integrity

       Impact to study integrity

       System design, testing, deployment, upgrade, etc. event impacting GxP data integrity or regulatory compliance

       Recurring event with broad scope of impact

       Recurring event with broad scope of impact

       Recurring event with broad scope of impact

       Recurring event with broad scope of impact

       Recurring event with broad scope of impact

       Recurring event with broad scope of impact

       Impact to program milestones & corporate goals

       Impact to program milestones & corporate goals

       Impact to program milestones & corporate goals

       Impact to program milestones & corporate goals

       Impact to program milestones & corporate goals

       Potential Falsified or Counterfeit Product

       Potential Fraud or Misconduct

       Potential Fraud or Misconduct

       Credible Risk of Product Shortage

       Quality event with patient safety risk/gap

       GxP Data Breach

       Potential Product Recall

       Significant Quality Event Notified to Regulatory Authority

       System error or failure with significant GxP compliance impact

·       Potential Critical Finding Resulting from Regulatory Authority Inspection or Audit by External Body/Third Party

·       Quality Event/Observation Classified as Critical (Event or Internal Audit) Notification from Regulatory Authority or other External Authority of Findings of Significant/Critical Quality Deficiency (inspection or other than through inspection)

o   e.g.; Refusal to File, Notification of Inadequate Response to Inspection Findings (e.g.; Other Action Indicated (FDA classification), Warning Letter

 

You can drill down to a lower, more practical level, like this

Escalation Criteria

Examples of Quality Events for Escalation

Potential to adversely affect quality, safety, efficacy, performance or compliance of product (commercial or clinical)

       Contamination (product, raw material, equipment, micro; environmental)

       Product defect/deviation from process parameters or specification (on file with agencies)

       Significant GMP deviations

       Incorrect/deficient labeling

       Product complaints (significant PC, trends in PCs)

       OOS/OOT (e.g., stability)

Product counterfeiting, tampering, theft

       Product counterfeiting, tampering, theft reportable to Health Authority (HA)

       Lost/stolen IMP

       Fraud or misconduct associated with counterfeiting, tampering, theft

       Potential to impact product supply (e.g., removal, correction, recall)

Product shortage likely to disrupt patient care and/or reportable to HA

       Disruption of product supply due to product quality events, natural disasters (business continuity disruption), OOS impact, capacity constraints

Potential to cause patient harm associated with a product quality event

       Urgent Safety Measure, Serious Breach, Significant Product Compliant, Safety Signal that are determined associated with a product quality event

Significant GMP non-compliance/event

       Non-compliance or non-conformance event with potential to impact product performance meeting specification, safety efficacy or regulatory requirements

Regulatory Compliance Event

       Significant (critical, repeat) regulatory inspection findings, lack of commitment adherence

       Notification of directed/for cause inspection

       Notification of HA correspondence indicating potential regulatory action

 

An updated and expanded version of this is found here.

The Failure Space of Clinical Trials – Protocol Deviations and Events

Let us turn our failure space model, and level of problems, to deviations in a clinical trial. This is one of those areas that regulations and tribal practice have complicated, perhaps needlessly. It is also complicated by the different players of clinical sites, sponsor, and usually these days a number of Contract Research Organizations (CRO).

What is a Protocol Deviation?

Protocol deviation is any change, divergence, or departure from the study design or procedures defined in the approved protocol.

Protocol deviations may include unplanned instances of protocol noncompliance. For example, situations in which the clinical investigator failed to perform tests or examinations as required by the protocol or failures on the part of subjects to complete scheduled visits as required by the protocol, would be considered protocol deviations.

In the case of deviations which are planned exceptions to the protocol such deviations should be reviewed and approved by the IRB, the sponsor, and by the FDA for medical devices, prior to implementation, unless the change is necessary to eliminate apparent immediate hazards to the human subjects (21 CFR 312.66), or to protect the life or physical well-being of the subject (21 CFR 812.150(a)(4)).

The FDA, July 2020. Compliance Program Guidance Manual for Clinical Investigator Inspections (7348.811).

In assessing protocol deviations/violations, the FDA instructs field staff to determine whether changes to the protocol were: (1) documented by an amendment, dated, and maintained with the protocol; (2) reported to the sponsor (when initiated by the clinical investigator); and (3) approved by the IRB and FDA (if applicable) before implementation (except when necessary to eliminate apparent immediate hazard(s) to human subjects).

Regulation/GuidanceStates
ICH E-6 (R2) Section 4.5.1-4.5.44.5.1“trial should be conducted in compliance with the protocol agreed to by the sponsor and, if required by the regulatory authorities…”
4.5.2 The investigator should not implement any deviation from, or changes of, the protocol without agreement by the sponsor and prior review and documented approval/favorable opinion from the IRB/IEC of an amendment, except where necessary to eliminate an immediate hazard(s) to trial subjects, or when the change(s) involves only logistical or administrative aspects of the trial (e.g., change in monitor(s), change of telephone number(s)).
4.5.3 The investigator, or person designated by the investigator, should document and explain any deviation from the approved protocol.
4.5.4 The investigator may implement a deviation from, or a change in, the protocol to eliminate an immediate hazard(s) to trial subjects without prior IRB/IEC approval/favorable opinion.
ICH E3, section 9.6The sponsor should describe the quality management approach implemented in the trial and summarize important deviations from the predefined quality tolerance limits and remedial actions taken in the clinical study report
21CFR 312.53(vi) (a)investigators selected “Will conduct the study(ies) in accordance with the relevant, current protocol(s) and will only make changes in a protocol after notifying the sponsor, except when necessary to protect the safety, the rights, or welfare of subjects.”
21CFR 56.108(a)IRB shall….ensur[e] that changes in approved research….may not be initiated without IRB review and approval except where necessary to eliminate apparent immediate hazards to the human subjects.
21 CFR 56.108(b)“IRB shall….follow written procedures for ensuring prompt reporting to the IRB, appropriate institutional officials, and the Food and Drug Administration of… any unanticipated problems involving risks to human subjects or others…[or] any instance of serious or continuing noncompliance with these regulations or the requirements or determinations of the IRB.”
45 CFR 46.103(b)(5)Assurances applicable to federally supported or conducted research shall at a minimum include….written procedures for ensuring prompt reporting to the IRB….[of] any unanticipated problems involving risks to subjects or others or any serious or continuing noncompliance with this policy or the requirements or determinations of the IRB.
FDA Form-1572 (Section 9)lists the commitments the investigator is undertaking in signing the 1572 wherein the clinical investigator agrees “to conduct the study(ies) in accordance with the relevant, current protocol(s) and will only make changes in a protocol after notifying the sponsor, except when necessary to protect the safety, the rights, or welfare of subjects… [and] not to make any changes in the research without IRB approval, except where necessary to eliminate apparent immediate hazards to the human subjects.”
A few key regulations and guidances (not meant to be a comprehensive list)

How Protocol Deviations are Implemented

Many companies tend to have a failure scale built into their process, differentiating between protocol deviations and violations based on severity. Others use a minor, major, and even critical scale to denote differences in severity. The axis here for severity is the degree to which affects the subject’s rights, safety, or welfare, and/or the integrity of the resultant data (i.e., the sponsor’s ability to use the data in support of the drug).

Other companies divide into protocol deviations and violations:

  • Protocol Deviation: A protocol deviation occurs when, without significant consequences, the activities on a study diverge from the IRB-approved protocol, e.g., missing a visit window because the subject is traveling. Not as serious as a protocol violation.
  • Protocol Violation: A divergence from the protocol that materially (a) reduces the quality or completeness of the data, (b) makes the ICF inaccurate, or (c) impacts a subject’s safety, rights or welfare. Examples of protocol violations may include: inadequate or delinquent informed consent; inclusion/exclusion criteria not met; unreported SAEs; improper breaking of the blind; use of prohibited medication; incorrect or missing tests; mishandled samples; multiple visits missed or outside permissible windows; materially inadequate record-keeping; intentional deviation from protocol, GCP or regulations by study personnel; and subject repeated noncompliance with study requirements.

This is probably a place when nomenclature can serve to get in the way, rather than provide benefit. The EMA says pretty much the same in “ICH guideline E3 – questions and answers (R1).

Principles of Events in Clinical Practice

  1. Severity of the event is based on degree to which affects the subject’s rights, safety, or welfare, and/or the integrity of the resultant data
  2. Events (problems, deviations, etc) will happen at all levels of a clinical practice (Sponsor, CRO, Site, etc)
  3. Events happen beyond the Protocol. These need to be managed appropriately as well.
  4. The event needs to be categorized, evaluated and trended by the sponsor

Severity of the Event

Starting in the study planning stage, ICH E6(R2) GCP requires sponsors to identify risks to critical study processes and study data and to evaluate these risks based on likelihood, detectability and impact on subject safety and data integrity.

Sponsors then establish key quality indicators (KQIs) and quality tolerance thresholds. KQI is really just a key risk indicator and should be treated similarly.

Study events that exceed the risk threshold should trigger an evaluation to determine if action is needed. In this way, sponsors can proactively manage risk and address protocol noncompliance.

The best practice here is to have a living risk assessment for each study. Evaluate across studies to understand your overall organization risk, and look for opportunities for wide-scale mitigations. Feedup into your risk register.

Event Classification for Clinical Protocols and GCPs

Where the Event happens

Deviations in the clinical space are a great example of the management of supplier events, and at the end of the day there is little difference between a GMP supplier event management, a GLP or a GCP. The individual requirements might be different but the principles and the process are the same.

Each entity in the trial organization should have their own deviation system where they investigate deviations, performing root cause investigation and enacting CAPAs.

This is where it starts to get tricky. first of all, not all sites have the infrastructure to do this well. Second the nature of reporting, usually through the Electronic Data Capture (EDC) system, can lead to balkanization at the site. Site’s need to have strong compliance programs through compiling deviation details into a single sitewide system that allows the site to trend deviations across studies in addition to following sponsor reporting requirements.

Unfortunately too many site’s rely on the sponsor’s program. Sponsors need to be evaluating the strength of this program during site selection and through auditing.

Events Happen

Consistent Event Reporting is Critical

Deviations should be to all process, procedure and plans, and just not the protocol.

Categorizing deviations is usually a pain point and an area where more consistency needs to be driven. I recommend first having a good standard set of categorizations. The industry would benefit from adopting a standard, and I think Norman Goldfarb’s proposal is still the best.

Once you have categories, and understand to your KQIs and other aspects you need to make sure they are consistently done. The key mechanisms of this are:

  1. Training
  2. Monitoring (in all its funny permutations)
  3. Periodic evaluations and Trending

Deviations should be trended, at a minimum, in several ways:

  1. Per site per study
  2. Per site all activities
  3. All sites per study
  4. All sites all activities

And remember, trending doesn’t count of you do not analyze the problem and take appropriate CAPAs.

This will allow trends to be identified and appropriate corrective and preventive actions identified to systematically improve.