How to prepare for the implementation of new technology in the health and care sector?
A successful deployment depends 20% on the health-technology and 80% its implementation. Therefore, implementation in recent years has been a major focus in municipalities, hospitals and among companies. Read the first article of eight - here about preparing for deployment.
Many of Welfare Tech's members are on a daily basis involved in the implementation of health and welfare technologies, and have for a long time systematically worked to improve methods and organization of change processes. A series of eight articles will focus on the parameters (domains) that are crucial for a successful implementation:
- Preparation of the implementation
- Value creation during implementation
- Key activities in connection with the implementation
- Key employees involved in the implementation
- Resources to be allocated to the implementation process
- Technology uptake
- Multidisciplinary cooperation
- Evaluation of the implementation process and its organization.
Establish a strong interdisciplinary implementation team
Prior to the implementation of a given technology, an interdisciplinary implementation team should be set up. The task of the team is to prepare, follow and lead the implementation process in the organization.
In the project DISH (Digital & Innovation Skills Helix in Health), this interdisciplinary team is referred to as a Learning Innovation Unit (LIU). It is an organizational concept that sets the framework for co-creation, which promotes multidisciplinary collaboration, innovative attitudes and team learning.
An LIU can be established every time a new technology is to be implemented by healthcare operators. In LIU's interdisciplinary framework, on the job training takes place, which provides conditions for better development and use of technologies and digital solutions within the health area.
The purpose of establishing an interdisciplinary implementation team (LIU) in the preparation process is:
- To stimulate exploratory behavior
- To support implementation and change management processes
- To ensuring competence / skills development and capacity building takes place in a team rather than in the individual
- To strengthen the collaboration between health professionals and companies and thereby promote the understanding of needs
Create an overview - Divide the work tasks into seven domains
The interdisciplinary implementation team must address a number of specific issues or tasks. These can be divided into seven domains, which in principle must be included every time a new technology is to be implemented.
All processes are iterative; you can return to a domain that you have dealt with previously if one become wiser, or something changes, and you to return to previously answered questions.
Involve employees throughout the process
The company Sundhedsekspressen has for many years supported implementation processes of health and welfare technology in both municipalities and hospitals. They emphasize that the involvement of employees throughout the implementation process (from planning over implementation to operation) is crucial to the success of the technology uptake.
"A space must be created where employees can contribute and be heard during the implementation process"
- Else-Marie Lønvig, Sundhedsekspressen
Else-Marie Lønvig recommends that, at strategic moments throughout the entire implementation process, all employees who will come into contact with the technology are involved. At Sygehus Sønderjylland, they have good experiences with the method Shared Decision Making for the involvement of employees. See example of how in the illustration.
Illustration: The model is a further development of 'Shared Decision Making' - Sygehus Sønderjylland.
Sundhedsekspressen also has many years experience in using the evidence-based method Motivational Interview. The method is a tool to ensure motivation among employees, especially employees who are skeptical about the impending change process.
Read more about the method via the National Board of Health and Welfare's knowledge portal.
The Learning Innovation Unit, LIU, is important ‘
Trine Ungerman Fredskild, chief consultant and project manager at Lærings- og Forskningshuset at Sygehus Sønderjylland, has for many years, both in terms of research and education, focused on ensuring the usefulness of welfare technology when it is implemented in an organization.
- The LIU concept can form the basis for the involvement of both managers and employees in the process of gaining knowledge about, knowledge of and competencies in the application of the technologies to be trained in.
The LIU concept can practically be used as preparation for the training and for follow-up on the training, so that you ensure that you achieve the learning goals set for the training and the competencies desired through the training, says Trine Ungerman Fredskild.
In addition to being the initiator of the large international project DISH, where clusters and health professionals and researchers distributed on six countries and sixteen partners are collaborating on this very theme, Trine Ungerman is Fredskild and is now also the leader of the project.
At the time of writing, LIU and two other tools are being tested by 600 healthcare professionals in 5 European countries. The tools are expected to be available on Welfare Tech's website after testing and customization.
Other activities and initiatives related to technology implementation
- •The PPI-Guide ( Opi-guiden) consists of tools and cases: from ideation over innovation-process to implementation of health and welfare technology.
- The network for implementation of video consultations focuses on the specific challenges associated with implementing and harvesting the benefits when implementing video consultations.
- The international project DISH focuses on the lack of competencies of healthcare professionals in relation to the use of the many digital solutions that are continuously introduced in the healthcare system.
In a series of eight articles, Welfare Tech focuses on the crucial parameters for a successful implementation. This is the first article - on preparation of implementation. The second article deals with 'generation of value through implementation'.