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Noi Yar.
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2023-10-07 at 9:42 am #42185
Saranath
KeymasterPlease 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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2023-10-09 at 12:02 pm #42258
Weerapat Pipithruengkrai
ParticipantIn my opinion, my organization managed the change properly when considering by based on the ADKAR model here is why:
Awareness: The organization and healthcare staff are aware of the need for a new system based on IT technology.
Desire: The organization and healthcare staff want to initiate and implement the new system that can support the newborn screening process.
Knowledge: Both healthcare practitioners and IT staff can combine their knowledge to implement and use the new newborn screening system.
Ability: IT staff have the ability to implement and support healthcare practitioners in using the new system productively.
Reinforcement: The organization can support both healthcare and IT staff to use and maintain the system effectively, as well as handle the upcoming changes to keep the system up to date.
In my experience, if the time for change has come, almost everyone will readily accept the change. -
2023-10-12 at 3:32 am #42325
Nichcha Subdee
ParticipantSo far, the Faculty of Medicine Siriraj Hospital has dealt with the change management of the Si vWORK application/ website appropriately in my opinion. To illustrate how the ADKAR model in change management can be applied, consider the following:
Awareness: The organization introduced Si vWORK in response to the need for improved communication within the organization.
Desire: Si vWORK displays faster, more efficient, and user-friendly communication features, along with direct access to organization news and announcements. This encourages better communication throughout the organization.
Knowledge: Users can access video tutorials and articles that provide guidance on how to utilize Si vWORK effectively.
Ability: IT offers comprehensive support to address any user problems or concerns while using the application.
Reinforcement: Several valuable features have been integrated, such as scheduling influenza vaccine appointments and linking to the HR system for document requests or downloads, eliminating the need to visit the vaccines unit or HR department during work hours. These features actively promote increased usage of the application among employees. -
2023-10-13 at 2:18 pm #42348
Soe Htike
ParticipantHonestly speaking, it is difficult for me to say whether or not the public health officials and the stakeholders involved appropriately managed the change of implementing the eHMIS using the ADKAR model. However, some things suggest that the organization may still need to embrace the ADKAR model fully. For example, it is still not sure whether or not users were adequately involved in the design and implementation of the system. Additionally, there needs to be a mention of training or support to users on how to use the new system. This ambiguity suggests that the organization may not have fully addressed the Knowledge and Ability components of the ADKAR model. Furthermore, the fact that the users could have received the system better suggests that there may have been some resistance to change. The organization may have needed to anticipate and manage this resistance adequately.
The ADKAR model is a powerful tool for facilitating individual change. We can apply that model to the context of improving the eHMIS project:
1. Awareness: Increase awareness about the benefits of the eHMIS project among all stakeholders through workshops, seminars, and informational materials.
2. Desire: Foster a desire to participate in and support the eHMIS project by demonstrating the positive impacts of the projects on healthcare outcomes and showing how individuals’ roles can contribute to this success.
3. Knowledge: Provide training and resources to equip individuals with the knowledge needed to use and navigate the eHMIS project effectively, including technical training for IT staff and user-friendly guides for healthcare professionals and patients.
4. Ability: Ensure that individuals can implement the skills and behaviors needed to use the eHMIS project effectively with ongoing support and troubleshooting, as well as opportunities for practice and feedback.
5. Reinforcement: Implement strategies to reinforce the use of the eHMIS project and sustain the change over time through regular check-ins, recognition of individuals who are effectively using the systems, and ongoing evaluation and improvement of the systems.By addressing each of these elements, it’s possible to facilitate individual change that leads to the successful implementation and adoption of the eHMIS project.
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2023-10-13 at 4:42 pm #42349
Teeraboon Lertwanichwattana
ParticipantAwareness:
In the case of DR CAN, the organization was aware of the need for a system to follow up and screen non-communicable diseases. The awareness of the problem led to the development of the DR CAN application, indicating a successful start in this phase.Desire:
There was a desire to address the issue by investing in the DR CAN application. The organization recognized the importance of managing non-communicable diseases efficiently, and this desire was the driving force behind the project.Knowledge:
The organization invested in knowledge and development, creating the prototype for the DR CAN application. However, there were knowledge gaps, especially in user experience design and data integration, which impacted the effectiveness of the application.Ability:
While the organization had the ability to develop the application, there were challenges in execution. Delays in data synchronization, lack of user-friendly design, and time-consuming operations hindered the ability to implement the system effectively.Reinforcement:
Proper reinforcement, in terms of user feedback and iterative improvements, seemed lacking. The system did not seem to adapt well to user needs and feedback, leading to frustration among users.In summary, while the organization had awareness and desire, and a certain level of knowledge and ability, the failure in the DR CAN system can be attributed to gaps in these areas. The organization did not appropriately manage the change, particularly in terms of understanding user needs (Knowledge) and ensuring the system’s adaptability based on user feedback (Reinforcement). These shortcomings in managing change contributed to the challenges faced by the DR CAN system.
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2023-10-14 at 2:30 pm #42362
Pyae Thu Tun
ParticipantWith the previous example of implementing enterprise resource planning (ERP) system for our organization in challenging aspects, it can be evaluated with the ADKAR model as follows:
Awareness – There were many challenges in implementing the process to be streamlined and efficient. Although there were efforts to create awareness for the need of the system, communication gaps have led to the unaware of the potential advantages of the system and affected the readiness for the change.
Desire – There were various levels of desire to improve the operational efficiency among the different users. Some were eager to change by having the awareness of potential benefits, but some are not. Some have concerns about any interruptions it can cause and those become resistant to the change.
Knowledge – The lack of knowledge and orientation delays the smooth transition of the new system. Although the software company provided the orientation training on how to use the system, internal multiplier training was not comprehensive enough. The users have difficulties navigating the system and cannot utilize it effectively.
Ability – As data cleaning process and integration to new system were issues that need to be addressed before the full utilization, the ERP system could not be used effectively. Also, the system’s design did not align well with existing workflows and made the users meet challenges in adapting.
Reinforcement – The lack of clear communication and support led to delays in identifying gaps and making improvements. The management team did not adequately address the resistance to change.
In summary, even though the organization wanted to make work better with the ERP system, the users had trouble making this change go smoothly. Not everyone knew or was happy about it, and not every user could use the system easily because they didn’t know how.
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2023-10-15 at 7:08 am #42370
Teerawat Pholyiam
ParticipantTo assess whether my organization has appropriately managed change, I will apply the ADKAR model, which is a framework that focuses on five key elements below to evaluate change management.
Change: Transitioning to remote work during the COVID-19 pandemic.
Awareness – My organization effectively communicated the need for remote work due to the COVID-19 pandemic. Employees were made aware of the health and safety concerns associated with working in the office and the importance of reducing the risk of virus transmission. My organization shared information about government guidelines and the company’s commitment to employee well-being e.g. HR shares up-to-date news on Workplace web (features from Facebook).
Desire – To foster a desire for remote work, my organization conducted surveys and focus groups to understand employee concerns and preferences. They addressed these concerns by providing flexible working hours, ergonomic equipment, and support for setting up home offices. The organization emphasized that remote work would enhance work-life balance and reduce commute times, which resonated with employees e.g. my organization sent equipment from head quarter with process guidelines of remote working and IT team reached out to remote assistance.
Knowledge – My organization provided comprehensive training on remote work tools and technologies. They offered webinars, tutorials, and IT support to ensure employees had the knowledge needed to use virtual meeting platforms, project management tools, and other resources effectively e.g. to let team members to utilize via Monday.com that is a tool that transforms the way teams work together.
Ability – Employees were given the necessary tools, including laptops, secure VPN access, and remote desktop solutions. IT support was readily available to assist with technical issues. Managers were trained to provide remote leadership and support, emphasizing clear communication, trust, and performance management e.g. IT team always is ready to support at anytime for all team members if any issues arise.
Reinforcement – The organization implemented regular check-ins and team meetings to maintain connection and collaboration among remote teams. They recognized and rewarded exceptional performance and innovation in the remote work environment. Feedback channels were established to continuously assess and improve the remote work experience.
As a result, the transition to remote work was a bit hard and got confusing at the beginning as we were miscommunicated but most of team members followed process of works and understood the change and this was relatively smooth, ultimately leading to continued productivity and employee satisfaction in a remote work environment.
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2023-10-15 at 10:04 pm #42373
Phyo
ParticipantRegarding the vaccination reporting system that I mentioned in the previous topic discussion, I think our organization had appropriately managed the change for the most part when dealing with staff. The following are comparison with the ADKAR model score that I learned.
Awareness: Most of the staff were aware of the need for change in the organization. However few had experienced only paper-based registration and reporting, and they didn’t understand the impact of a new system, especially frontline health workers. Although mid-level users understood the change, there were communication gaps among users of frontline health workers because the organization couldn’t highlight the need for a new system to cover all users and it was due to project duration constraints.
Desire: Health workers had the desire to learn new skills, especially electronic reporting although they encountered several errors and bugs at the earlier of the project. Senior midwives were invited to the design phase of the project. Mid-level managers introduced and explained frontline health workers during field visits and monitoring visits.
Training: Training and required equipment were provided to several levels of users in the system. Consultants provided training to midlevel users and senior midwives in the first batch and the training was rolled out at each project site with hands-on training and practical exercises.
Ability: Regular site visits by supervisors and provide technical supervision by designated officers to solve errors and bugs in the system. It was to make sure that users were using properly the reporting system and feedback had been gathered and reported to the system focal person.
Reinforcement: We had regular meetings to overcome challenges and to collaborate among focal persons. Regular monitoring internally and externally was established to streamline the function and process of reporting.
Although we have a few communication gaps between mid-level and frontline workers, the organization tried to narrow it down by providing necessary support within the project timeframe and budget limit. -
2023-10-16 at 7:51 pm #42420
Suppasit Srisaeng
ParticipantBased on the ADKAR model, DDC and MOPH have made some strides but could improve managing the change effectively.
For “Awareness,” the initiative to use direct APIs for interoperability like R506 shows an understanding of the need for change. However, the resistance at the implementation stage indicates a gap in “Desire.” Local stakeholders might have been consulted, but their reluctance suggests that the “Desire” to support the change isn’t strong enough.
On the “Knowledge” and “Ability” fronts, the data visualization dashboards designed with local user input are a step in the right direction. This user-centered approach can increase local officers’ skills and capabilities using the HDC, thereby improving “Ability.”
However, the crucial element missing here might be “Reinforcement.” It is vital to sustain the change and ensure it’s deeply rooted in daily practice. Resistance at the local level and the work burden complaints suggest that reinforcement strategies could be better.
So, while there are positive moves towards managing change, a more rounded application of the ADKAR model could likely yield better outcomes.
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2023-10-16 at 9:23 pm #42424
Thitikan Pohpoach
ParticipantIn my opinion, during the transition phase from paper-based consultation to e-consult service, Thai FDA has handled the change management as well as they can. However, there is still room for improvement. The ADKAR model can be applied as follows:
Awareness: The organization created awareness of why the change was needed and tried to communicate the rationale both from the regulatory point of view and the consumer perspective.
Desire: Regular communication and involvement are key to increasing the desire for change and reducing change resistance. In my opinion, if the users and staff feel properly treated, they are likely to embrace the change.
Knowledge: The users and staff can learn from the guidance tutorial to work on the platform properly.
Ability: To identify and monitor potential barriers, the admin responsible for the system should listen to the user’s problem, report to the technicians and fix them in time.
Reinforcement: To sustain the e-consult, the organization usually promotes the system and mentions how things are progressing, and shares success stories to increase engagement. -
2023-10-17 at 4:41 pm #42440
Sirithep Pl
ParticipantFrom the topic discussion 1, I discussed how the laboratory information system in pathology has been implemented for several years, and also mentioned about the defects and out-of-date tasks at the end of discussion. The system should be changed and updated for the current situation and trends. I will discuss the change management based on ADKAR model as follows:
– Awareness: Staff and laboratory personnel should be know about current situations and trends for awareness to be changes, for example, the database cannot support for more users and the change in user database may be affect the integrity of previous reports in the system, current trends for digital pathology which can be evaluated and reported from anywhere and anytime.
– Desire: The staff and laboratory personnel should be involved in the development process, but current status only the leader and his small groups involved in this project and not shared the progress information.
– Knowledge and ability: If the new system is successfully developed, It should be shared and train the stakeholders to make familiar use and comment on the defect of the system.
– Reinforcement: The implementation will not be too forced and the comment on defects of the system should be aware and adapt for suitable implementations as the habits. Importantly, the system should make and point the users to see that it helps them in their daily works.This new project is in process and few related stakeholders (not me) involve, but the change will be successful when all have the collaboration to develop and change.
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2023-10-17 at 8:55 pm #42443
Myat Htoo Linn
ParticipantBy referring to the system in my previous topic discussion, I think our organization managed the change to a greater extent. To be in line with consideration the ADKAR model is as follows;
Awareness: Targeted communication was conducted from the central level to the township level through different kinds of approaches. This improved the access of the vision and information to the healthcare staff for this system implementation.Desire: The project staff also organized regular discussions with the users from different township health departments where an explanation of system use, benefits of the system use based on output indicators, and recognition was provided based on a good performance. That enhanced the benefits and motivation of the use of the system for the users.
Knowledge: The project provided the ToT training at the first system setup. Then the regular refresher training for the users and monitoring of the system use and outputs were continued at the implementation.
Ability: The project also set up regular communication channels between the users from different locations and the system administrator (program staff). The regular coaching on the system implementation and hands-on practice during the visit enhanced the capability to implement and achieve the desired performance.
Reinforcement: Regular advocating the good of the system to the decision makers at the central level and celebration of the system outputs indicators of achievements, regular feedback, and performance recognition made the change continue.
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2023-10-17 at 9:36 pm #42446
Panyada Cholsakhon
ParticipantFrom my previous discussion regarding the implementation of Electronic Medical Records (EMRs) causing staff to feel burdened, it’s apparent that the organisation may encounter obstacles throughout this development, especially with people’s perceptions. However, I can relate the effort they have invested in the project, and we, as staff, are increasingly recognising the benefits that patients gain from this recent change. In the following paragraph, I will describe the ADKAR model and its relevance to this change management process.
Awareness: In the context of my profession as a nurse, at the first stages of this initiative, most of us experienced resistance, even though we had discussed it previously. However, after using the system for some time and know that it can improve our work and enhance care quality to patients, we became more accepting and eager to see further improvements.
Desire: Once the system was implemented, we all want to know about its benefits. In this case, patient outcomes improved while staff satisfaction may not have met the good expectations. Despite staff realise its importance, many of our colleagues may have had a lower desire to use it. To boost both awareness and desire, all staff members require motivation, such as involvement in the development process or get support from the team.
Knowledge: The provision of training is essential especially when staff members are aware and have a desire to use the system. When they are inspired to use it, training classes become highly effective.
Ability: Staff should have opportunities to test the system before its full launch to identify potential issues. Additionally, if problems arise, on-site training can be an effective way for staff to use their knowledge to solve the problems.
Reinforcement: Organization needs to find the strategy to maintain staff’s habit such as give them the positive recognition as rewards. Recognising and rewarding employees for their active engagement can serve as a powerful motivation for them and their teams to maintain the acceptance and stick with this changes.
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2023-10-18 at 11:07 pm #42464
Ching To Chung
ParticipantI would like to talk about the “LeaveHomeSafe” COVID surveillance system implemented in Hong Kong during the pandemic. During the pandemic, the government forced all citizens to use the system’s app and scan QR codes wherever they go to track their location. This is a change that failed miserably, and many things went wrong in its implementation which makes it a very bad example of change management.
Awareness: There was a lot of public discussion about what is the best way of pandemic surveillance, but the government did not go through public consultation and just announced that they decided to move ahead with a QR code system without justification. They also only announced that everyone required by law to use the system, without giving PSA about how to actually use the system. This left a lot of citizens confused as to “why” the system exist and “how” it should be used.
Desire: The government should be responsible for making the system convenient such that citizens are willing to use the system. However, the app is not very smart, and is very difficult to be operated especially by the elderly. Instead of improving user experience, the government only kept repeating that everyone is required by law to use the app. And so, everyone’s only reason to use the app is the force of legal deterrance. A lot of times people actually avoided using the app because they bet that no one will enforce the law, and the police would not just so happen to catch him. This makes the system ineffective.
Knowledge: As mentioned above, the awareness with the system among the public is weak to begin with. The government should be responsible for the education of the public regarding the system. However, there are no TV advertisements about how to use the app. Everyone in the city is just expected to “download the app and learn by themselves”. However, not everyone is tech-savvy enough to just know how to use an app. The government has failed to account for diversity in its population.
Ability: The government should be responsible in providing practical assistance and removing obstacles such that everyone has the ability to use the system, and if not, are still provided alternatives. However, there have only been legal enforcement of violations (the government charged people for not using the app). There were not enough people in public places to help people such as the elderly to use the app. When there is a change, the government should focus on enabling and helping people adapt with the change, instead of using an authoritarian approach to punish everyone not knowing how to adapt. This has put the government under a lot of criticism.
Reinforcement: When a change occurs, it is important to continue monitoring and reviewing it to see how it is implemented. However, even though the whole implemetation plan has been under fierce criticism by the Hong Kong public, the government has failed to listen to the public’s feedback and the app was never updated
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2023-10-19 at 1:44 am #42468
Noi Yar
ParticipantBased on ADKAR model, I honestly think my previously organization did well in all the aspects particularly in the knowledge, ability and reinforcement aspects.
Awareness: The organization created awareness of the need for the app by conducting meetings with volunteers and health centers to explain the benefits of the app.
Desire: The organization created a desire for the app by emphasizing the benefits of the app to volunteers and health centers, such as improved contact tracing rates and reduced reporting errors.
Knowledge: The organization provided volunteers and health centers with the knowledge and skills they needed to use the app by conducting training sessions.
Ability: The organization gave volunteers and health centers the opportunity to practice using the app by providing them with access to the app and by providing support to them when they were using the app.
Reinforcement: The organization reinforced the new behaviors by providing feedback to volunteers and health centers on their use of the app.
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