Implementing new technology skills guide

Implementing New TechnologyPocket Skills Guide

2©Rothwell Douglas Ltd. 2017

Technology Uptake- why is there resistance?


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


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


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


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)


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.


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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Implementing new technology skills guide

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