Transfer priorities
- Most critical: Head of theatre scheduling (stops 2 items).
- For the scenario: none stops none.
Transition and knowledge transfer
Transition Assurance
A handover is usually a conversation and a folder.
Demonstration: Halden Hospitals Group (fictional) · Healthcare. Fictional data and a scripted answer.
The situation
- Organisation
- Halden Hospitals Group (fictional)
- Who is asking
- Director of operations
- Industry
- Healthcare
- What happened
- The head of theatre scheduling is leaving in six weeks, and much of how the schedule works is in her head.
The question asked
If this person left today, what would stop or degrade because only she knows how?
What it reads, and who can see the result
- Knowledge map registerWho knows or owns which procedures and systems.
- Process dependencies registerWhat depends on what.
- Reads
- The knowledge map and dependencies, at the level of roles and procedures.
- Does not read
- Her personal files or performance data.
- Permission
- Operations access to the knowledge map.
- Who sees it
- The director of operations and the departing manager's line manager.
Try it
Fail one or more items and see what stops and what only degrades, worked out by following the dependencies.
Choose what leaves or is unavailable. Hard dependencies stop with it; soft ones carry on, degraded.
- Leaving in six weeks.
- Covers holiday only.
- Known only to the head.Depends on: Head of theatre scheduling (hard)
- Documented, out of date.Depends on: Head of theatre scheduling (soft)
- Documented, approved.Depends on: Deputy scheduler (soft)
- Needs the rules and the matrix.Depends on: Emergency list rules (undocumented) (soft), Surgeon preference matrix (hard)
- Needs the emergency rules.Depends on: Emergency list rules (undocumented) (hard)
- Needs the allocation procedure.Depends on: Theatre allocation procedure (hard)
- leaves or is unavailable
- 0
- Stops as a result
- 0
- Degraded
- 0
- Unaffected
- 8
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
Losing none stops 0 item(s) and degrades 0.
Following the knowledge dependencies, the loss of none stops none and degrades none [S1][S2]. The most critical single point in this map is Head of theatre scheduling, which stops 2 other item(s).
Documented procedures survive a departure; undocumented rules do not. The transition plan should start with what is both single-person and undocumented, which is exactly what the map shows.
Relies on: S1 · Knowledge map, theatre schedulingS2 · Process dependency register
Review and approval
The director of operations decides. Approving fixes the knowledge-transfer priorities for the next six weeks. It does not change anyone's role or notice period.
Not ready to approve. Fail at least one item first, to see what depends on it.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- The map shows what is recorded as known; unrecorded dependencies stay hidden.
- Transfer needs the person's time and goodwill, which no plan can compel.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.