Keys to health IT transformation

After more than a decade of intensive digital transformation, most healthcare organizations have embraced the mantra that change is the only constant in life. Health IT changes may be constant, but they aren’t always easy. Without proactive, hands-on management from executive leaders and clinical champions, provider organizations risk a revolt from their staff.

Confusion, anxiety, suspicion, and non-compliance are common byproducts of a poorly executed rollout, and it’s nearly impossible to recover trust from staff members feeling blindsided by new requirements.

Change management is an underappreciated component of a successful health IT rollout. This interdisciplinary approach takes inspiration from psychology, engineering, education, and communications to identify and overcome barriers to meaningful change.

While there are many different schools of thought on how to build trust and implement successful change, they all share the same basic principles of planning, education, implementation, and monitoring outcomes.

Defining the task at hand

A well-defined project plan is half the battle. Leaders should have a clear and concrete sense of what they are hoping to achieve, what tools are available, and which team members need to be involved.

The planning stage should include SMART goals (specific, measurable, attainable, relevant, and time-bound targets) related to the implementation – and its ripple effects across the organizational ecosystem. Try to bring as many stakeholders to the table as possible to fully understand the downstream impacts of all changes.

Educating staff and championing change

Proactive education and communication are critical for preparing staff members for any new process. Leaders must develop training protocols that clearly explain the purpose of the changes and their anticipated results. Consider breaking up training for complex concepts into multiple sessions so end-users don’t feel overwhelmed by information.

Think about enlisting clinical champions to provide peer-to-peer education and troubleshooting specific to their domain area, allowing staff from all clinical backgrounds to feel involved and supported.

Implementing new workflows

The key to a successful implementation is anticipating setbacks as much as possible and encouraging staff members to actively engage in problem solving. This will maintain momentum as skepticism turns into acceptance and, hopefully, enthusiasm for the new path forward.

Continue to provide education throughout the implementation phase to ensure users fully understand every step of the process. Celebrate milestones and incentivize progress, if appropriate, to create a culture of innovation and continuous learning.

Measuring outcomes and making adjustments

A health IT implementation is never truly finished – it just transitions from an active project into its maintenance phase. Leaders should regularly follow up on the goals and performance measures defined in the project plan to monitor successes and identify shortcomings.

Ongoing feedback from end-users is vital for identifying what’s working and what isn’t. Staff should feel safe and comfortable speaking to their clinical champions and managers about questions, concerns, and ideas for future improvements.

Employing these change management techniques can build and sustain trust during and after a health IT implementation. By clearly defining goals, securing buy-in, and creating an environment ripe for change, healthcare organizations can see positive results from their health IT investments.

Jennifer Bresnick is a journalist and freelance content creator with a decade of experience in the health IT industry. Her work has focused on leveraging innovative technology tools to create value, improve health equity, and achieve the promises of the learning health system.