A guide for effectively implementing new technology within healthcare, and the issues surrounding it.

1. Pocket Skills Guide
Implementing New Technology
within Healthcare

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The implementation of electronic patient record systems is a
critical factor in improving efficiency and patient safety.
“The Power of Information: putting us in control of the health
and care information we need”. - Department of Health

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Technology Uptake in Healthcare – why is there resistance?

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Lost in translation…

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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 NHS organization's

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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:
6 Reasons Change
Initiatives 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!
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.
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 &
celebrating success.
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.
Unclear objectives- the
objective or outcome of any
change program needs to be
clear. Ambiguity and
uncertainty foster
disconnection and cynicism
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

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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)
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

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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.
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.
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.
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!

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The Change Journey
DENIAL
RESISTANCE EXPLORATION
COMMITMENT
Denial
Shock
Frustration
Acceptance
Experimentation
Understanding
Integration

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What do CEO’s need to do?
• Set direction with the Board
• Articulate the importance of Technology to the future of the organisation in
Improving Patient Outcomes & Care
• Tell the story, help people visualise the change and generate enthusiasm about
being part of the journey
• Publicise what success will look like & bring stakeholders on board by inviting
them to help create ‘the Big Picture’
• When things don’t go to plan – share the learning and move on
• Engage everyone in communicating progress and celebrating the ‘wins’ –
build confidence & give credit
• Measure for success and hold to account for top and bottom line delivery.
• Maintain momentum and re-energize change processes – the Vision and the
Story are the golden thread.

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What do CIO’s need to do?
• Understand the Big Picture
• Help Board members and CEO’s understand the contribution of technological
innovation
• Help the organisation make informed choices
• De-mystify ‘Tech- speak’ – and Communicate the Vision in Patient and staff
benefit terms – be multi-lingual
• Own the engagement agenda, be visible and manage the Communications with
colleagues
• Lead the review processes and milestone achievements
• Be an Innovation champion and help people tell their story about what they
have achieved

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What can RDL do…
Embedding Culture
Change
Working collaboratively
with other services
New ‘BaU’ &
Implementing new
technology

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Transforming the Experience of Work…
Releasing Potential in People
Empowering Effective Teams
Driving Innovation in Organisations
Connecting Expertise across Systems
Email: enquiries@rdlteam.com
Phone: 02083262739