This is the second post in a series of five articles highlighting Adoption Effectiveness for the Healthcare Setting. Guest Blogger Kim Taylor, Solution Principal with Slalom’s Organizational Effectiveness practice in Chicago, is uniquely qualified on the topic of adoption effectiveness. She has more than 18 years of experience assisting companies in implementing and supporting system-wide change.
Now that we understand why adoption effectiveness can benefit an organization from our first blog, let’s look more closely at how change is perceived, processed and adopted.
From a perception standpoint, a near universal truth is that the mandate to make a change comes from someone / somewhere else in the organization. For recipients of “the mandate” there is an inherent perceived risk which is often a source of angst for many and a definitive source of frustration for others.
Let’s be honest, change is very personal, not just organizational. Any change that “I” didn’t initiate can potentially mean that I’m about to be tossed into a process or environment that I have no understanding of, no authority in and little to no ability to impact. Exacerbating this, there is often a deep sense that people far removed from operational realities have conceived of the “latest and greatest” fad of the day and are now throwing this new-fangled change in my direction. It’s not surprising then that more often than not, the change is less-than-enthusiastically embraced by the people who must embrace it if it is to be effective.
In order to aid in the processing of a new change, it’s vital to recognize that the entire organization will need time and specific tools, to move along the change continuum – from being completely uninformed of the coming change all the way to adoption and even advocacy of that change.
By first reminding ourselves of the stages, expectations and needs of people as they move along the continuum, steps can be taken to facilitate this movement. Helping people move from one position to the next on the continuum brings about respective advances in awareness, understanding, acceptance, commitment, and finally, ownership. Failing this, rather than facilitating behavior change and adoption, organization leadership actually thwarts the effort, resulting in programs and initiatives that fail to deliver on their promise.
Even when a new technology promises greater efficiencies and reduced cost, for staff, adding one more item to the list might very well feel daunting. Recognizing this reality and respecting it by proactively addressing potential adoption challenges, organizations can positively impact the experience and outcomes for management, staff and patients alike.
Join us on August 30 for the next iteration in our series: Engaging active sponsorship and on-the-ground advocates.
Please reach out to me, Kim Taylor or Casey Zanetti, with your thoughts and feedback on this post and if there’s something you’d like for us to be sure to cover in this series at email@example.com or firstname.lastname@example.org.