behind other facilities and possibly lose their relevance and competitiveness.”

Contributing Factors ASCs should carefully evaluate their own situations to identify and address potential and evident causes for resis- tance, says Monica (Solano) Eliou, principal consultant at MSE Advisory Group in Randallstown, Maryland. “When adding clinical technol-

ogy, clinicians often feel they are inad- equately prepared for the change and believe their organization did not take their needs into account in a substan- tive way,” she says. “When this occurs, clinicians may view the new solution as an information technology (IT) sys- tem rather than a clinical system. Such a lack of ownership can create a dis- connect between clinicians and the technology before clinicians ever use the technology.” Campbell says ASCs should antic-

Counter negativity with a proactive approach BY ROBERT KURTZ Overcome Resistance to Technology Adoption


SCs that adopt new technology can expect some resistance to

change, says Steve Campbell, chief operating officer of Oppor Infra- structure in Overland Park, Kansas. “Adoption is an extension of mak- ing a change,” he says. “Whether an ASC is moving from paper to an elec- tronic solution, migrating from one vendor’s technology to another’s or upgrading its existing solution, you can always anticipate some resistance.” Failure to address resistance can

have short- and long-term implica- tions for ASCs, Campbell says. “What we often see is an ASC purchase new technology and implement it, but then only some of the staff utilizes it. When this happens, an ASC’s performance inevitably suffers.”

ASCs are under increasing pressure to add and leverage new technology, says Tom Hui, founder and chief execu- tive officer of HSTpathways in Lafay- ette, California. “The ASC industry has evolved rapidly over the past few years, with technology playing an increasingly important role in supporting today’s center. When you think about it, every- thing around us is increasingly digi- tal. In ASCs, that now likely includes phone systems, patient monitors and anesthesia systems, for example.” To incorporate a lot of such technol- ogy requires a coherent technology plat- form, he says. “That is starting to drive ASCs to understand and realize that fail- ure to maintain and effectively use such a platform is going to cause them to fall


ipate greater resistance from clinical staff than business office staff. “People working on the business side have typ- ically been using computers for a long time and are more comfortable relying upon technology to support their jobs. Some people on the clinical side have had successful careers without the use of technology. Introducing technology can be a dramatic change.” The top reasons these individuals tend to resist technology, Campbell says, concern ability and time. “They are worried that they will lack the skills to effectively use the technology, which will slow their performance and the performance of everyone around them. Such struggles can be embar- rassing for someone used to being the bar setter.”

Hui says resistance is often linked

to a lack of understanding about why an ASC needs new technology. “Resis- tant staff often have a mentality of ‘if it ain’t broke, don’t fix it,’ but that fails to consider the fact that the ASC industry and health care in general has changed.

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