Hospital and health system CIOs across the country face a universal challenge when it comes to implementing new technology: Obtaining physician buy-in. It doesn’t matter how much potential the technology has to create better workflows, improve patient and staff satisfaction, and even improve patient outcomes—it’s all about managing the change that’s involved.
Take for example a hospital that is implementing a new communication technology that redesigns how nurses and physicians communicate via an enterprise-class smart phone application that enables HIPAA-compliant voice and secure texting. The idea of enabling two people to communicate directly might seem straightforward to an outside observer. But within a hospital, it can represent a shift in a communication paradigm that’s been in place for decades.Savvy healthcare leaders realize that in order to successfully implement this new technology, they must take a strategic approach to change management that acknowledges and addresses the fact that they are going to be affecting deeply ingrained, cultural, automatic processes. Simply installing a software application on physicians’ smartphones will not change their behavior. Changing behavior requires strategic thinking and planning so that physicians and nurses will see benefits and value.“ Changing behavior requires strategic thinking and planning so that physicians and nurses will see benefits and value ”
The challenge: different priorities, different incentives
Nursing and physician executives want to find a more standardized way for everybody to communicate as part of improving workflow to improve patient care.