MIAA - Innovation in health and social care: adoption and spread
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This presentation discusses innovation in healthcare and challenges with adopting and spreading innovations. It provides examples of major medical innovations over time like vaccines and DNA discovery. Barriers to adopting innovations in the large NHS system are outlined. Tips are provided for creating a culture where spread and adoption of proven innovations is a priority, such as providing opportunities for sharing ideas, rewarding innovative thinking, and having executive leadership champion innovation. The importance of understanding user needs, building demand, and telling stories of impact are emphasized for effective spread.
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MIAA - Innovation in health and social care: adoption and spread
- 3. InnovationInnovation is an idea, service, practice or product, new to health and care, or applied in a new way, which creates a step change improvement in quality of care
- 4. Innovation vs Improvement Sequential improvements in candle technology will not produce the light bulb
- 5. 1796: Jenner 1867: Lister 1928: Fleming 1953: Watson & Crick 1972: Charnley 1975: Hounsfeild 1977: Steptoe & Edward Smallpox Vaccine Aseptic Surgery Penicillin Structure of DNA CT Scanner Hip IVF Medical Innovation
- 10. Alder Hey Innovation Iain Hennessey Consultant Paediatric Surgeon Director of Innovation Alder Hey Children’s Hospital
- 18. Sensors
- 19. Sensors
- 29. Juliette Kumar, Associate Director of Improvement and Education Jennifer Dodd, Associate Director of Transformation
- 30. Overview • Adoption and spread – the challenge of getting proven innovations into the health and care system • Tale as old as time – getting effective spread • Creating pull and push mechanisms – how can we work together? • Leadership for spread and adoption • Top tips for spread and adoption
- 31. Diffusion of Innovation – the story of scurvy This Photo by Unknown Author is licensed under CC BY-SA • Scurvy was a major cause of death in sailors on long voyages • 1st documented clinical trial of treatment was by James Lind in 1747 that found sailors receiving oranges and lemons made a drastic recovery • It was not until 1795 that the British navy started distributing fruits amongst sailors to prevent the disease • The Merchant Navy only followed in 1865
- 32. Challenges to adoption and spread £140bn total NHS spend Transferring simple innovations from one NHS organisation to another is a complex process requiring adaptation, testing and re-evaluation. Resourcing is required to spread even low-cost innovations Fragmentation of NHS services makes it harder develop shared approaches and transmit learning across sites. Ref: https://www.kingsfund.org.uk/sites/default/files/2018- 01/Adoption_and_spread_of_innovation_NHS_0.pdf
- 33. What does good look like in adoption & spread? • Build demand – understand your needs to select innovations that deliver greatest value • Tell stories – about how and why an innovation has been implemented and the outcomes and benefits • Kick start momentum – use levers such as finance and policy, but understand the need to create intrinsic commitment to spread and adoption • Provide Leadership – Demonstrate that spread and adoption is a PULL
- 34. Push • Showcasing proven innovations and providing network opportunities for ideas to collide • Sustaining communities of practice for knowledge transfer of what works well • Innovation & Improvement Coaching Academy – coached programmes for adoption & spread • Curating innovations, assessing them and matching to need • Communicating and building relationships • Come to us 1st – being the first point of contact for innovation spread & adoption
- 36. States of Innovation – Julian Stodd • States are different • Different leadership • Curious organisations • Passive – exploitative
- 37. 8 top tips for culture of Spread & Adoption1. Provide opportunities for people & ideas to collide – e.g. Apple 2. Small scale testing and modelling of innovative ways of doing things 3. Separate out the functions of innovation & research – recognise the different approaches 4. Recognise the need for systematic approach to S&A – move away from ‘Invented here’ syndrome 5. Horizon scanning – pulling innovation into the organisation – make the Innovation Agency 1st point of contact 6. Reward staff for innovative thinking and adopting good ideas – e.g. Google 7. Offer somewhere for staff to take ideas – what is the pathway? 8. Invest in Lead role on Executive team & role model leadership behaviours – invest in champions
- 38. Activity
- 39. Innovation Culture – characteristics • A risk appetite for adoption & spread • Adoption & spread of innovation as a cultural value • Process for ideas generation and funnelling • Driving improvement in quality and productivity • Platforms and opportunities to share success, and learn from failures, in innovation • A tolerance for failure as an inevitable step in innovation
Editor's Notes
- Problems with fruit perishing on long voyages Mistakes with changing fruit concentrates to lemon preserve where the vit C was removed Current research tells us it is now around 17 years - . Green L, Ottoson J, García C, Hiatt R Diffusion theory and knowledge dissemination, utilization, and integration in public health. Annu Rev Public Health 2009;30:151–7
- Pipeline? NIA ITT Local
- Build demand: Encourage clinical leaders and patient networks to articulate their needs for innovation and consider whether there is expressed demand for innovations before they are selected for scaling and diffusion. Use existing networks and narratives to select and tailor innovations that deliver the greatest value given local challenges and work in the local context Tell stories Give weight to qualitative evidence as well as quantitative evidence; stories about why and how an innovation has been implemented and the outcomes and benefits that have resulted can be powerful in making the case for change. Kick start momentum Use policy and financial levers to kick start momentum but understand that these levers are not successful in creating an intrinsic commitment to an innovation over a sustained period. Adoption of innovation needs more than just lone champions, senior clinicians, patient champions and experienced project teams are needed. Provide leadership Demonstrate that innovation is a solution to the NHS’s challenges. Accelerate spread by transferring decision-making to local systems and frontline services.
- Seeking innovative ways of doing things is often spurred by a challenge or problem and compassionate leadership is often a powerfull facilitator at each stage of the problem solving process. Staff are more likely to find new and improved ways of doing things if they feel listened to, valued and supported as this provides a sense of psychological safety Give people autonomy in their work, develop a shared responsibility Positive attitudes to diversity