December 1, 2016 — Blog Posts

Best Practices for Implementing New Technology in Your Healthcare Organization

By Maureen McKinney

Healthcare organizations are complex and introducing new technology into the mix is challenging, especially amid other competing initiatives.

Phreesia Content Director Maureen McKinney recently spoke with Don Hamden, clinical IT coordinator at Summit Healthcare, in Show Low, Ariz.; Kathy Curran, manager of front-office operations at Summit Healthcare; and Sharon Gardner, front-desk staff manager at Urology of Virginia, in Virginia Beach, about their past experiences implementing new technology and their recommended strategies, including for boosting staff engagement, reaching timelines and managing unexpected curve balls.

During the podcast, listeners learn several best practices for implementing a new technology, including:

  • Defining project goals and developing a system to track and measure progress
  • Staff preparation, training and the importance of communicating the “why” behind a new process or system so that everyone involved feels connected to the project and invested in its overall success
  • Identifying “super users” within the organization who can help lead implementation efforts and support staff training
  • Tips for project evaluation and the importance of “starting small” before rolling out new technologies throughout the entire organization

Insight from the webinar:

“If you don’t know what your goal is, you never know if you’re finished and you end up in a never-ending project. Having clear goals that you’re able to measure and define when you’re finished is very important.” -Don Hamden, Summit Healthcare

“It can be difficult for staff at any level of an organization to adjust to a new way of doing things, so having them understand the “why” behind the process will ensure that they’re as engaged in the process as possible.” – Kathy Curran, Summit Healthcare

“When staff and providers feel like they’re being pushed from above on a project, they tend to resist it. But if it’s coming from one of their peers or a “champion” of the project, then it’s their colleagues promoting the change and it tends to be well-received.” – Don Hamden

“It’s much easier to train a smaller department . . . once they understand the goals and benefits of the project and you can have one-on-one time with them, there’s a greater chance of success. After you’ve had time to identify any barriers that might exist and you have optimized your process, you can take what you’ve learned and implement that into the trainings with larger departments.” – Kathy Curran

Listen to the podcast!

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