- This topic has 16 replies, 16 voices, and was last updated 2 years, 10 months ago by Saranath.
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2021-10-01 at 9:35 am #31775SaranathKeymaster
Please give an example of a system in your organization (either successful or fail)—this could be the same system you mentioned in the previous topic discussion (Topic 1). Do you think that the organization appropriately managed the change or not? Think about ADKAR model that we just learned.
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2021-10-08 at 6:56 pm #32018TARO KITAParticipant
Please allow me to review the introduction of an EMR in my former organization that I consider to be successful.
Prior to the introduction of the system, an EMR committee was formed with representatives of each relevant department that can be considered to be part of the stakeholder identification, although patients’ voice was not part of it.
Awareness: There was already a common understanding that hospitals with paper-based systems were no longer competitive and needed to change. Briefing sessions were conducted for hospital staff on the benefits of the introduction and expected changes.
Desire/ Knowledge/ Ability: Each staff member had a different level of desire or motivation, knowledge and ability to use the new system. Induction & recurrent training were conducted, and opportunities for consultation and coaching were also provided.
Reinforcement: The EMR committee, led by an influential senior hospital manager, managed the whole introduction process and follow up to ensure the implementation of the system.
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2021-10-09 at 9:48 am #32026Sri Budi FajariyanParticipant
Before SISMAL V2 was implemented, because SISMAL V1 failed, program data collection was done manually using paper-based. After SISMAL V2 was implemented, there was a change, digitization in the recording and reporting system. organizations are successful in making changes. the following analysis according to the ADKAR model:
1. Awareness: this change is made easy because the awareness to change to the recording and reporting system is owned by the leadership and all staff
2. Desire: the motivation to use the new system is not shared by all users, especially some officers in primary health care, districts, and provinces. support from important people such as leaders at MoH, experts, WHO members, by motivating to use the new system in every meeting to motivate officers.
3. Knowledge: Socialization of the new system is carried out massively and in a cascading system with sufficient funding support
4. Ability: the user’s ability is improved through intensive training and tiered guidance as well as having a team as a helpdesk
5. Reinforcement: to maintaining the users continue to use the new system, regular evaluation, and feedback monitoring is carried out as well as rewards for users who are submitting reports complete in timely manners -
2021-10-09 at 4:34 pm #32028Theekhathat HuapaiParticipant
As I previously discussed, the H4U program. This program has a lot of potential for further development. But the redundancy of the work to do both the H4U and old programs can burden users.
According to the ADKAR model, I propose a guide to change the H4U program as follows.
1. Awareness and desire: Changing from different platforms to a single centralized program can benefit medical care teams and patients. Benefits of this program are improving efficiency, exchange health data between organizations easier, reducing workload in the long term. This should be a priority for medical care teams to raise awareness and effort.
2. Knowledge: Knowledge of changing to a new platform depends on the ease of use compared to old platforms. Seamless transition of the platform reduces the duration of studying a new platform. New benefits from the new platform can be worth an effort of studying new knowledge.
3. Ability: A user support system has a crucial role in facilitating a new change.
4. Reinforcement: Organizations that can adapt to the new system should be rewarded. Some organizations that may resist the change or don’t bother to be changed should be evaluated for a root cause of problems.
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2021-10-09 at 8:07 pm #32030Auswin RojanasumapongParticipant
As mentioned earlier in Topic 1 about my former organization tried to change from semi-electronic medical records to the full electronic medical records system. The negative feedback was too much to continue using the newer system. In my opinion, the organization missed some of the important ADKAR model components.
Awareness: Most of the people in the organization know why we need to change to a fully electronic system. This component is the only one that everyone in the organization is aware of the need to change.
Desire: The resistance to the change of the system is too high due to the fact that the staffs are familiar with the old way of practice. The desire to change cannot outweigh the need to adapt to the newer system
Knowledge and Ability: There are differences in the knowledge of how to use the system. Using EMRs effectively needs certain skills and computer literacy. Many old staffs have not enough to use computers, so using EMRs is still far from achievement.
Reinforcement: The project did not reach the point that can be maintained in the long run. It shut down just a few weeks from the start.
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2021-10-10 at 1:20 am #32031Weerada TrongtranonthParticipant
In my previous organization. They changed from paper-based management to HIS
Awareness : Most people aware of changing into IT system but some didnt want to change even they knew why we needed to change.
Desire : There were some people didnt want to change because they though they lacked of IT skills
Knowledge & Ability : Changing to EMR need some basic computer skills
Reinforcement : Since they all need to improve hospital quality. Adopt EMR is the first step and everyone knew that. The director reassured that using the system isnt too hard and took their old staffs visited the other primarycare that used this system.
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2021-10-10 at 4:06 pm #32045Tossapol PrapassaroParticipant
From my point of view, change management of my organization that I have already mentioned in the previous topic discussion, I think they managed properly, even though it is not successful. According to ADKAR model
Awareness: They communicated to us regularly about the change that was going to happen, why we needed to change, and the benefit for the organization.
Desire: They encourage us to be a part of this change by listening to our comments to correct or adapt the program before they go live.
Knowledge and ability: They trained and coached end-users to use the program appropriately by giving us the lecture, hand-on workshop, and e-learning manual.
Reinforcement: They support us in using the program regularly and provide an IT support team to help us when facing problems.-
2021-10-13 at 9:59 pm #32097Napisa Freya SawamiphakParticipant
Thank you for sharing. I agree that communication is one of the crucial tools to drive the project and encourage people to aware of why we really need it. Also, letting them be a part of this change early may create a sense of ownership/teamwork which may enhance them to accept the change easier.
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2021-10-11 at 12:47 pm #32054Arwin Jerome Manalo OndaParticipant
Here is my analysis of the COVIDKaya in terms of ADKAR:
Awareness: The DOH and DICT made aware to COVID-19 referral hospitals and laboratories that they plan to roll-out a centralized repository of COVID-19-related information.
Desire: I am not knowledgeable on this part if the stakeholders had personal motivation to use the new system. However, in the early days of the pandemic, hospitals and laboratories were reportedly struggling to submit COVID-19 data to the government. This, presumably, fueled the desire to adopt this new system.
Knowledge: Representatives/ main users from the health facilities and institutions were trained to use the system
Ability: User training periods on how to use the new system were allotted: they were given time to ask for questions and practice the system before its pilot implementation
Reinforcement: The Department of Information and Communications Technology continually supports, develops, and integrates new features into the system based on user feedback.
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2021-10-13 at 10:48 am #32076chanapongParticipant
According to the ADKAR model, changing the systems from paper-based documents to EMR in my organization is inappropriate management as following
Awareness: Lack of communication to all officers to raise awareness about the importance to change and how to change is encountered. Moreover, opinions from the members do not reach the executive team.
Desire: Some people don’t want to change to the new system because of traditional system familiarization and lack of IT skills.
Knowledge and Ability: The training course is not properly provided to all users. Only IT officers receive hands-on training. But they give support to the user when facing system problems and time to adapt to the new system.
Reinforcement: Regular evaluation of the implemented system from all users is provided to improve and develop the better system.
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2021-10-13 at 12:43 pm #32077Navin PrasaiParticipant
In my previous Organization, Electronic Medical Record System was implemented which replaced the paper-based system. As it was a new system for all staff, few were optimistic and others are overwhelmed with the new technology.
In comparing with the ADKAR model for change management, the following are my opinions regarding the implementation of EMR ;
Most of the staff wanted to implement new technology like in other Organizations which signifies awareness. Employees are interested and motivated, proper frequent training was given, there was onsite shadowing with experts, and a feedback mechanism was also implemented for the improvement. This explains the Awareness, Desire, Knowledge, Ability, and Reinforcement for change management. -
2021-10-13 at 6:50 pm #32082Napisa Freya SawamiphakParticipant
As I discussed previously regarding a new pharmacovigilance database in my formal organization, in my opinion, these ADKAR model may help the launch plan ran successfully.
– Awareness: People in the organization are aware of the old inconvenient system and it could delay the timeline of adverse event reporting which created a warning ticket. The patient safety who owns the project understands the real situation the most and gets affected to the whole workflow if they received data from other employees slower than the timeline, therefore they would want to implement the new system.
– Desire: Even if most people in the organization have awareness but some of them didn’t feel it is necessary to change from the old process, because it won’t affect their normal workflow much and the unfamiliar new system could create a burden to them as well. On the other hand, the patient safety department would want to implement it which makes their workflow easier and more convenient.
– Knowledge/Ability: The system is user-friendly and in Thai language. The training was provided during the first launch and reassign to all employees annually. However, it would still get some time for old staff to get used to it.
– Reinforcement: The project team always provides Comments, Q&A and Contact us sections in the report system to support and get feedback from employees. -
2021-10-13 at 8:42 pm #32091Ashaya.iParticipant
As I mentioned that the automatic health report system implemented in my division was run successfully. The change management within organization are quite well. When considered in ADKAR model, it is included;
Awareness: User aware about the benefit to change into automatic health report system that it can reduce time and personnel to conduct the report each month.
Desire: User is willing to learn about the system and desire to change for the better process of work.
Knowledge: There is the training to support the necessary knowledge that use in the system running.
Ability: When the knowledge was fully supported, user have the confident to use the system continuously.
Reinforcement: When the result of system (which mean the monthly report) come out, the user realize that this system materialize so it is the reinforcement to use this system in succession. -
2021-10-13 at 10:45 pm #32101Anawat ratchatornParticipant
I mentioned about the reservation application for Covid19 rt-PCR test by driving thru. The project was finished but was not used properly, some function was abandoned. As I was a project manager of the project, I think that there are many things that should be improve in term of change management. ADKAR might be useful to make the project run better.
Awareness: Most officers think that implementing the project might deliver many benefits. And many problems such as waiting time and inaccurate information were happen obviously. So I think that my company had a good awareness.
Desire: According to above statement, most officer said that they want some IT project to help them improve the quality and ease of Drive-thru service. They had good desire too.
Knowledge: The project was not complex and developed in Thai. Programer taught other officer by himself. But the problem was the whole services was temporary services, so there are no regular office work in this service. That’s might cause difficult to teach all officers related to the project. Overall, in aspect of Knowledge, there weren’t managed well and I, as project manager, should think about better training plan.
Ability: According to Knowledge, officers could use the application with some struggle. But without truly understand the systems, it was very difficult for them to adapt the system to fit with their workflow.
Reinforcement: Our officer got benefits from the ability in term of data accuracy and waiting time that make they want to use it. Their questions were answered by IT team and their needs in some part of application were collected to be considered in next update.
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2021-10-15 at 11:29 pm #32195Karina Dian LestariParticipant
The project management needs to be improved if we want to successfully develop a health information system. In the case study that I experienced, if we are looking at ADKAR model, the failure is mainly due to lack of knowledge and ability that leads to no reinforcement of using the new system.
Awareness: Team members were aware of the aim of the project and realise the benefit of change into having one platform that can help us do the work.
Desire: Team members were actively engaging and take contributions to the project.
Knowledge: Team members joined the training and learn how to develop and operate the system
Ability: Although team members have had training, learning new things takes time and it was hard to immediately implement the change
Reinforcement: Old methods are still be used because it is reliable and team members already familiar with it. -
2021-10-17 at 11:52 am #32217Pimthong SinchaiParticipant
Since I mentioned about vaccination program of Mahidol University. I think they appropriately managed the change following the current situation that want everyone rapidly got the vaccine and also most staff have to adapt theirselves to work from home instead of come to the campus.
For ADKAR model
Awareness: Mahidol University announce the regulations for all staff and student about the providing vaccine, and term & condition of working at the campus during COVID-19 situation.
Desire: Separate section for vaccination that will completely allow all staff got the vaccine.
Knowledge: inform staff how to work from home and provide the facilities (software, hardware) to improve working from home. -
2021-10-18 at 6:17 pm #32255SaranathKeymaster
Thanks everyone for sharing!
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