Hospitals are under pressure to undergo a digital transformation, but success in this sand requires more than new bright tools. It requires cultural preparation, the purchase of first line and a clear vision of how success is seen.
On Monday during a panel at the Digital Reuters conference in Nashville, health systems executives shared what they have learned about the navigation of changes when implementing new technologies.
Hospitals must evaluate their preparation for change before launching a new technological project, said Pia Banerjee, director of cancer innovation transformation in the American cancer society.
“That is both the psychological element and the technological element, so try to evaluate the organizational impact and how the culture looks. Are people in a state of preparation to accept how I could be seeing in the future? And how is its technology currently?
He also pointed out that technological initiatives only succeed when the organization has a great understanding of “why” behind the effort.
“As you participate in any large -scale digital transformation, what you will find is that you will begin to bring all inefficiencies in all the departments you are working on. How do you prevent yourself of all these digits that we experience as we move forward, so you must ensure to take into account what your real result is so that you can maintain that focus,” Banerjee explained?
Hospitals leaders may want to establish certain control points in time so that they can evaluate how they are progressing towards their goal, said Banerjee.
The fellow Panelist Reed Smith, Consumer Director of Ardent Health, said that hospitals should regularly measure the results of their pilots. In this way, they can reject the project if it is clear that the planned results are not delivering.
“I think being able to deactivate things is a good testing point for the organization.” Hey, do you know what? We take this seriously. “And I think that is part of the communication and change management piece at some point,” said Smith.
In general, the importance of clear metrics, as well as the will to end ineffective projects and move on.
Smith also highlighted how crucial it is to have an early participation of first -line workers.
“Our CEO talks about this all the time: change them with you, instead of changing them to you,” he said. “Try to bring people to the hand that they are part of the solution. Because, with all honesty, they are those that are the day -to -day work, and will have better perspectives in many cases.”
Another Panelist-Charlene Hope, Head of Quality and Safety of the Uchicago hospitals sent by Medicine to Codesñar Solutions with First Line Users to guarantee relevance and adoption.
He also encouraged experimentation, saying that he recently encountered a program initiated by the Institute for Health Improvement focused on “breaking the rules” or medical care.
“Interview patients, nurses and doctors, asking ‘if you could break a rule, what rule would you break?” Hope explained.
Your organization also has a Shark tank-Capped style for quality improvement projects, he said.
“We have different people who are leading quality improvement projects that make a pinch of their program that they are implementing, and it only makes it fun. It is also good to do things quickly and think creatively,” Hope explained. “And I think that with the types of thesis activities that we begin to build a culture within the health industry that will help suppliers and partners feel more comfortable to make this type of innovative changes.”
Photo: Bonyachoat, Getty Images
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