These are staff who will question mak- ing a change when there is no adverse event or other reason to justify a change. Resistance can also come from individuals who lack the knowl- edge about how a new technology will ‘move the needle’ or be worthwhile enough to support the investment.” ASCs need to watch out for the two forms of resistance: active and passive, he advises. “Active resistance is typi- cally ‘vocal,’ with individuals sharing their concerns. Passive resistance is a lack of energy typically associated with individuals who desire to keep the status quo.”

Bringing About Change To effectively overcome resistance, Eliou says, ASCs must plan to encoun- ter resistance. “Leadership


come together with representatives of the technology company and develop a technology strategic plan. This plan should speak not only to the implemen- tation process but also the adoption pro- cess and what leaders and representa- tives will do to encourage adoption and address possible barriers.” Success, Eliou says, hinges largely

upon an ASC’s senior leaders. “They should set the tone for the entire proj- ect. They must work to engage all staff who will be impacted by the technol- ogy and encourage a collaborative relationship between the clinical and technology teams. This needs to be a partnership driven on mutual respect.” Senior leaders must hold the leaders of these teams accountable and the team leaders must hold their staff account- able. It will likely take a lot of relation- ship building and communication as well as that framework of governance to make an effective business and clin- ical case for why the change is good for the ASC, she says. Be proactive to address potential resistance, Campbell recommends. “Your goal on any new technology proj- ect should be to build excitement for the technology. Start hyping the solution

Whether an ASC is moving from paper to an electronic solution, migrating from one vendor’s technology to another’s or upgrading its existing solution, you can always anticipate some resistance.”

—Steve Campbell, Oppor Infrastructure

and implementation as soon as you plan to move ahead. Celebrate the decision with doughnuts during a staff meet- ing. Hang up flyers. Generate buzz. You want staff to have a positive outlook and anticipation weeks before they even get their hands on a technology.” Give individual attention to those team members who are less likely to come on board through these efforts. “Deliver special treatment in a person- alized, non-embarrassing way,” Camp- bell says. “Schedule time to go over the basics of the solution and provide these individuals a baseline under- standing of the technology. Build- ing that capability and confidence for more troubled users upfront can go a long way to addressing resistance.” If resistance is driven by concerns about the cost of the technology, Hui advises ASCs to look at the bigger pic- ture. “Focus on the return on investment and not just the investment. There are often errors in accounting principles

when calculating the cost of IT. Focus on the total cost of ownership.” Hui recommends

ASCs speak

with and learn from other like facili- ties. “Do your research. Find out about mainstream trends and best practices. Read about ASCs that have success- fully implemented new technology and their secrets to success. If possible, conduct site visits with these centers.” If you launch a new technology without full adoption by staff, do not worry, Campbell says. In this scenario, “adoption coaching” can come in handy. “For any technology, whether it is a paging application or electronic medical records systems, we recom- mend evaluating the level of adoption and providing retraining three and six months after implementation. This second and third level of adoption will help get staff to utilize that tech- nology in the way that they should.”


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