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Implementing new technology skills guide


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Implementing new technology pocket skills guide

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Implementing new technology skills guide

  1. 1. Implementing New Technology Pocket Skills Guide
  2. 2. ©Rothwell Douglas Ltd. 2017 2 Technology Uptake- why is there resistance?
  3. 3. ©Rothwell Douglas Ltd. 2017 3 The Core Components to Implementation Successful • Robust scalable IT Infrastructure that delivers information where staff need it • Sound governance arrangements • High quality information management • Training and development of IT skills in staff • Sound project management and procurement • Maintaining confidentiality on secure network and servers • Working in collaboration with other organisation's
  4. 4. ©Rothwell Douglas Ltd. 2017 4 6 Reasons Change Initiatives Can Fail Change programs are common but it is claimed that up to 70% of them fail. While there are multiple reasons here are 6 reasons why change programmes can fail: Communication- failure to engage, listen, tell the story, feedback on progress and keep people informed on an ongoing basis and through multiple channels – Communicate, Communicate, Communicate! Poor Leadership- senior people might lead the organisation, set the direction and put the plans in place. Yet in reality, they are not the people who can make it happen. People at the front-line of the organisation determine whether a change program delivers. They need to be involved and engaged in the design, delivery and celebrating success Unclear objectives- the objective or outcome of any change program needs to be clear. Ambiguity and uncertainty foster disconnection and cynicism
  5. 5. ©Rothwell Douglas Ltd. 2017 5 6 Reasons Change Initiatives Can Fail Underestimating Culture- while everything on a spreadsheet or project plan is highly rational, it is important not to underestimate culture. No change initiative ever failed because of the lack of a plan – they failed because people didn’t see the plan as theirs and one that they wanted to own. Lack of space and support- changes impact on individuals in a very personal way. If organisations do not provide the space and support to individuals who are impacted by the change, the chances of success are greatly reduced. Building resilience is key. Lack of performance measures- change is about improvement. People need to know whether they are on or off track, that are monitored and who is accountable for what in the delivery of key objectives
  6. 6. ©Rothwell Douglas Ltd. 2017 6 Resistance to Technology Change- Emotion Adoption is an Emotional Decision The Personal decision making process usually involves: 1. You like Something – want to know more about it 2. You trust it or not – if you like it and trust it then you want to get it. 3. You rationalize it – you justify why you must have it (confirmation bias)
  7. 7. ©Rothwell Douglas Ltd. 2017 7 Driving Adoption So how can we use our understanding of Psychology to drive adoption? 1. Use the WIIFM rule – make sure everyone can answer the ‘What’s In It For ME’ question 2. Focus on Communication for Early Adoption – use work process benefits not technical one’s 3. Don’t oversell the new solution – make sure people understand its importance in the bigger picture of the organisation 4. Design Staff Development & Training to commence before the implementation and to continue through the change process
  8. 8. ©Rothwell Douglas Ltd. 2017 8 Practical Solutions – What we can do about it? Attitudes- Changing behaviours is the most effective way of influencing attitude – establish pilots, get change happening in small pockets with enthusiasts and build on success. People’s mind-sets are more likely to be positive where they can see the results. Management leadership and direction- strong leadership is required at national and local level to create a climate in which managers feel encouraged to participate in the testing of technology solutions, and to adopt them where positive outcomes have been demonstrated. Understand the learning curve of innovation and communicate the lessons learnt – avoid penalising behaviours. Communication- Managers and Clinicians need to understand the journey and articulate the benefit to patients in adopting new technologies and help colleagues understand how it can support better ways of working.
  9. 9. ©Rothwell Douglas Ltd. 2017 9 Practical Solutions – What we can do about it? Prioritisation- Keep priorities small in number and review them regularly as a means of remaining agile and ‘on-track’. Use the priorities to communicate progress widely and help people anticipate the next stage of change/ implementation. Follow Through – Maintain interest, commitment and energy past ‘Go-Live’ stage in making sure that the new ways of working embed and that Organisational benefits are realised. Measure progress and celebrate Success. Finish & move on!
  10. 10. ©Rothwell Douglas Ltd. 2017 10 The Change Journey Communication – Listening – Engaging – Telling the Story – Celebrating Successes Mapping the Journey Agreeing the Vision & Shared purpose Challenging old practices & perspectives Identifying the new ways of Working & Ethos Mobilising the Change ‘Go Live’ Planning for change, Mapping the Journey & Identifying success measures Initial Training Achieving the Quick Wins Measuring and managing the performance Reviewing the strategy & de-cluttering Maintaining the energy and sense of urgency Realising the Benefits Harnessing the Learning Innovating at Pace
  11. 11. ©Rothwell Douglas Ltd. 2017 11 Lost in Translation
  12. 12. ©Rothwell Douglas Ltd. 2017 12 What can RDL do… Embedding Culture Change Working collaboratively with other services New ‘Business as Usual’ & Implementing new technology
  13. 13. ©Rothwell Douglas Ltd. 2017 13 Transforming the Experience of Work… Releasing Potential in People Empowering Effective Teams Driving Innovation in Organisations Connecting Expertise across Systems Email: Phone: 02083262739