Date post: | 07-Feb-2017 |
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Technology |
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Implementing New TechnologyPocket Skills Guide
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Technology Uptake- why is there resistance?
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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 organisation's
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6 Reasons Change Initiatives Can FailChange 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
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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
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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 it2. 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)
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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’
question2. Focus on Communication for Early Adoption – use work process benefits not
technical one’s3. Don’t oversell the new solution – make sure people understand its importance in
the bigger picture of the organisation4. 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.
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.
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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!
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The Change Journey
Communication – Listening – Engaging – Telling the Story – Celebrating Successes
Mapping the Journey
Agreeing the Vision & Shared purpose
Challengingold practices &perspectives
Identifying the new ways of Working & Ethos
Mobilising the Change
‘Go Live’
Planning for change, Mapping the Journey & Identifying success measures
Initial TrainingAchieving theQuick Wins
Measuring and managingthe performance
Reviewing the strategy & de-cluttering
Maintaining the energy and sense of urgency
Realising the Benefits
Harnessing the Learning
Innovating at Pace
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Lost in Translation
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What can RDL do…
Embedding Culture Change
Working collaboratively with
other services
New ‘Business as Usual’ &
Implementing new technology
Tip Alert:
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Transforming the Experience of Work…Releasing Potential in People
Empowering Effective TeamsDriving Innovation
in OrganisationsConnecting
Expertise across Systems
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