who are only interested in why it will work. This is not a negative stance. Rather it is a dose of reality, looking at how to mitigate against the unexpected and often turning those into positives. It also allows one to get a sense of success as you realise you are now armed with greater tools and techniques than you previously were. It builds a team through all the ranks. This is particularly evident in Bose’s lesson of listening to the local goat herders and the front line foot soldiers. This lesson tells us that listening to the Generals while sipping tea in the tents well away from enemy lines does not give us the real valuable insights into local conditions. Wasting resources at the frontline is uninspiring, and not many others will want to join the frontline. Listening to those who know the conditions gives a better outcome. Progress and success brings greater participation than failure. I am sure we all remember lessons
that were uninspiring, negative, complex and irrelevant to what we were interested in. These lessons do not inspire us to change or participate. Being lectured at is uninspiring. White boarding, work
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shopping and exchanging ideas, arms the participants to ‘go and do’. When the lessons learnt process is to increase participation amongst vendors to get to a tipping point, lessons should show vendors what is possible. It should excite the market place which, to be honest, doesn’t need much to get excited. The lessons should show how easy successes can be achieved, while dealing with problems that can be resolved from working the problem over with like minded people. Recently I was shown a list of some
of the early lessons from the Health Identifier developments in the field. While it is important to understand, for example, the value of a middle name field in clinical software to improve patient identity matching, it is not that exciting, even to those who are glass quarter full people. To be successful in eHealth we want the market place to see the wave starting to form. Let us not give them reasons to not want to get involved. Lessons have to be timely when there
is a heightened sensitivity and interest. Leaving the lessons to some time down the track will make it harder to engage
people to catch up when compared with having them going along for the ride from the outset. Many documents speak of the lessons learnt from the Health Connect days. I always found it hard to get a simple list of those lessons and it was not until in the last 12 months that something that sort of looked like a list surfaced. That is many years after the event. If we want people to be engaged and firing by 1 July 2012, we need to know the lessons as they are being learnt. The premise of the PCEHR is the
right information at the right time. Many electronic decision support systems designers talk about information ‘just in time’ or real time. Yet when it comes to information about the PCEHR program it seems that it is the wrong information at the wrong time. The more effective the engagement,
the more sharing of experiences, the more likelihood that the strategy will be challenged and alternate favourable solutions and successes will be found and implemented. Remember, if you are part of the solution you are much more likely to implement the solution.
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