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Beyond Implementation: A Prescription for the Adoption of Healthcare Technology
Beyond A Prescription for the Adoption of Healthcare Technology is the definitive guide for healthcare leaders and professionals seeking to gain the most value from their existing technology. In order to reach the next frontier and improve clinical and financial outcomes, healthcare organizations must make a relentless commitment to a thoughtful, systematic, and long-term approach to technology adoption, one which centers on four crucial factors for success. This book • Leading Essential leadership strategies for setting direction, fostering engagement, prioritizing the effort, creating awareness, and governing the initiative • Educating Innovative techniques to get users up to speed quickly on the new technology and guarantee their proficiency • Measuring Key performance metrics to drive leadership and education efforts • Continuous Vital sustainment factors and considerations to achieve ongoing benefits long after the go-live event In this second edition, authors Dr. Heather A. Haugen and Charles L. Fred share crucial strategies and considerations based on their work helping over 1 million healthcare professionals adopt healthcare technology. They also frame their recommendations through the challenges, lessons learned, and triumphs of some of today’s most innovative and accomplished healthcare organizations engaged in this work. Read why executives from the nation’s prominent healthcare organizations are praising Beyond Implementation as a vital roadmap for success in today’s increasingly complex and competitive marketplace.
140 pages, Kindle Edition
Published November 27, 2016
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Displaying 1 - 2 of 2 reviews
March 5, 2017
If you work for a healthcare organization and are having trouble or need a refresh in adopting your EHR, then check this book out. This is a good quick primer. The information is easy to digest, and provides some helpful examples. Most of us have already gone live with the EHR. Now it's time to make sure you're sustaining the adoption so that you reap the benefits.
The four factors to consider: Leadership engagement, targeted education-e learning, performance metrics, and sustainment of your overall effort. Sounds a bit like Lean Technology that many hospitals have adopted.
The introductory quotes for each chapter are great! Each page has some highlighted info off to the side which can be distracting as you read the book, however, if you want a quick overview of key ideas and concepts, this is a quick way to grab the information-even after you've read the book.
Make sure you read the Appendix as it has some good information too. I plan to get this book into the hands of our CEO and IT folks.
The four factors to consider: Leadership engagement, targeted education-e learning, performance metrics, and sustainment of your overall effort. Sounds a bit like Lean Technology that many hospitals have adopted.
The introductory quotes for each chapter are great! Each page has some highlighted info off to the side which can be distracting as you read the book, however, if you want a quick overview of key ideas and concepts, this is a quick way to grab the information-even after you've read the book.
Make sure you read the Appendix as it has some good information too. I plan to get this book into the hands of our CEO and IT folks.
April 3, 2017
I received a complimentary copy of this book in exchange for an honest review.
Although I'm and interested observer and not a health care professional, and therefore not the target audience of this book, I found it interesting as a person who designs and builds new software solutions, and as a patient.
The key message is that "adoption" is not the same as "implementation" of health care technology. I hadn't realized that only 12 percent of non-federal acute care hospitals and 48% of private practices had installed EHR's in 2009. My family gets its care almost exclusively at an academic medical center, so EHR's have been the norm for me for over a decade.
This book is an update to an earlier study of factors that drive successful EHR adoption. Clearly the emphasis in the earlier book had been on the effort necessary to go live with an the EHR. In this book, the authors convey the message that implementation is an ongoing process that requires continuing investments of effort.
Having participated in several failed implementations of enterprise software solutions, that message certainly rang true for me. I appreciated their emphasis on the importance of leadership maintaining focus on implementation and "developing a ferocious understanding of what they are going to stop doing, and then maintain[ing] the courage to follow through on their decisions." _Good to Great_ first pointed out the importance of deciding what to stop doing, but it seems we can never hear it often enough, because the lesson is so seldom applied.
The first chapter outlines Health South's model for a scalable, repeatable process of adoption/implementation across a number of sites. Key takeaways were the importance of cross-functional teams for implementation, the necessity of having leadership come from the business/medicine side and not the IT side, and the critical importance of hands-on/simulation-based training in the specific tasks key to a person's role, rather than broader lecture-style training.
In the section on the importance of effective end-user training, I found myself frequently underlining and highlighting -- it's shocking how little of what we know about how people learn gets translated into practice. As I was reading this chapter, I kept thinking of the uniform-designer character in _The Incredibles_, who constantly repeats, "No capes!" In this case, she would be shouting, "No classrooms!"
One sentence struck me as worthy of being engraved above the doors of all leaders charged with adoption of such solutions: "Quick fixes such as blaming providers, vendors, or leaders, purchasing a new or upgraded application, forcing user compliance and ignoring poor outcomes also bring unintended consequences that actually cause a negative reinforcing feedback process, further delaying the solution of the problem." (44).
The point that "most organizations grossly underestimate the effort and resources required to sustain IT adoption" seems true across industries -- as does the importance of tracking metrics.
I could have done without the frequent tired old business-speak metaphors and mis-attributed quotes (the "breakaway" metaphor is particularly painful, as is the attribution of the "definition of insanity" quote to Ben Franklin, which a ten-second Google search revealed is unlikely), but those sins certainly aren't unique to this book.
After reading a book like this, I am always left wondering how best to implement what it contains. I can imagine very few senior leaders will say to themselves after reading it, "Gosh, I've certainly been under-resourcing this effort and need to figure out what we should stop doing," or "goodnesss, we need to revamp our training program." But maybe they will.
Although I'm and interested observer and not a health care professional, and therefore not the target audience of this book, I found it interesting as a person who designs and builds new software solutions, and as a patient.
The key message is that "adoption" is not the same as "implementation" of health care technology. I hadn't realized that only 12 percent of non-federal acute care hospitals and 48% of private practices had installed EHR's in 2009. My family gets its care almost exclusively at an academic medical center, so EHR's have been the norm for me for over a decade.
This book is an update to an earlier study of factors that drive successful EHR adoption. Clearly the emphasis in the earlier book had been on the effort necessary to go live with an the EHR. In this book, the authors convey the message that implementation is an ongoing process that requires continuing investments of effort.
Having participated in several failed implementations of enterprise software solutions, that message certainly rang true for me. I appreciated their emphasis on the importance of leadership maintaining focus on implementation and "developing a ferocious understanding of what they are going to stop doing, and then maintain[ing] the courage to follow through on their decisions." _Good to Great_ first pointed out the importance of deciding what to stop doing, but it seems we can never hear it often enough, because the lesson is so seldom applied.
The first chapter outlines Health South's model for a scalable, repeatable process of adoption/implementation across a number of sites. Key takeaways were the importance of cross-functional teams for implementation, the necessity of having leadership come from the business/medicine side and not the IT side, and the critical importance of hands-on/simulation-based training in the specific tasks key to a person's role, rather than broader lecture-style training.
In the section on the importance of effective end-user training, I found myself frequently underlining and highlighting -- it's shocking how little of what we know about how people learn gets translated into practice. As I was reading this chapter, I kept thinking of the uniform-designer character in _The Incredibles_, who constantly repeats, "No capes!" In this case, she would be shouting, "No classrooms!"
One sentence struck me as worthy of being engraved above the doors of all leaders charged with adoption of such solutions: "Quick fixes such as blaming providers, vendors, or leaders, purchasing a new or upgraded application, forcing user compliance and ignoring poor outcomes also bring unintended consequences that actually cause a negative reinforcing feedback process, further delaying the solution of the problem." (44).
The point that "most organizations grossly underestimate the effort and resources required to sustain IT adoption" seems true across industries -- as does the importance of tracking metrics.
I could have done without the frequent tired old business-speak metaphors and mis-attributed quotes (the "breakaway" metaphor is particularly painful, as is the attribution of the "definition of insanity" quote to Ben Franklin, which a ten-second Google search revealed is unlikely), but those sins certainly aren't unique to this book.
After reading a book like this, I am always left wondering how best to implement what it contains. I can imagine very few senior leaders will say to themselves after reading it, "Gosh, I've certainly been under-resourcing this effort and need to figure out what we should stop doing," or "goodnesss, we need to revamp our training program." But maybe they will.
Displaying 1 - 2 of 2 reviews