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Summarised content:

Identifying the activities that the LIU is going to address, and ensuring there is a mandate

Expected achievement:

The members of the LIU have a clear idea of the activities they are expected to address.

Organisational tasks

Usually defined in the business case, often referred to as the needs analysis.
BUT LIU should keep focus on the GOLDEN WHY. Why are we implementing this technology? And how are we continually making sure that the technology provides us with the benefits/value that are expected?

How do all the functionalities of the technology work? Does that provide opportunities beyond those first envisoned?

The IT infrastructure has to be prepared for the new solution.

Company may have to adapt solution to the specific organisation and/or workflows that it will be interjected in

What are the central workflows affected? What do the new workflows look like (approval by team)

All the instructions affected by the change of workflow and the new technology have to be updated.

What does the organisation look like after the change of workflows?

Is it a priority?
Does it contribute to executing the strategy?
Does it have an allocated budget?
Is it planned in the annual cycle?
Is there administrative and political ownership?

It is important that the managers very clearly know where the organisation is heading and lead accordingly. The managers have to accept a reduction in effectivity, they have to consult the key participants in the LIU, and they have to be aware about the resources needed for the given change project.

The entire period of the change project should be included in the plan in detail incl roles, responsibilities etc.

Plan the tests and evaluation as part of the implementation plan

Is everything as expected, if not what differs? How should it be handled? Plan the monitoring as part of the implementationplan

Team related tasks

“What is the new technology about, what is going to happen, and what will our organisation and our workflows look like after implementation?
The Healthcare staff must be made aware that a change will happen, and that the change is important and relevant. CHANGE COMMUNICATION is important. Story Telling can also be a tool for conveying information about the benefits and disadvantages related to the technology.”

Throughout the implementation period, focus should be on pragmatists. It is important that this group find that the implementation of the new technology is a good idea/beneficial. The focus should not be enthusiasts, neither on conformists.

Continuity – How is peer learning implemented and what are the mechanisms? (aiming at maintaining the level of knowledge in the team after the on the job training)
Health professionals are changing jobs/functions. Organisation of peer leaning should not be based on a few superusers.

The use of super-users and/ or ambassadors depend on the implementation plan and training strategy. Sustainability should be central.

It is important that opponents understand the opportunities in a new technology. Motivational interview can be used as a technique, see here.

Either by visit or virtual meetings. Perhaps ambassador groups can be identified and given mandate to visit other teams?

IT skills in healthcare professionals varies a lot! The management team should also undergo the training.

Shared decision making

Planning and Implementation

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