It's resonating almost in all healthcare related projects, especially those that involve a good deal of new processes or technology, that physicians are the hardest to get their buy-in and cooperation. Well, that claims is true, but not totally because of the doctors. When it comes to technology, doctors are some of the very technical enthusiast people, sounds surprising?. In a quick glance, you can see how much high-tech gadgets and machinery they are
using in their daily practice, ranging from simple diagnostic devices, to very complicated surgical tools used in operating theaters,and those things are getting more and more advanced. So, the reason is not being an old-fashion doctor, or tech-phobic, at least not in all cases. So, what could be the reason? Physicians ego, very true in many instances, but that's not a the root cause, it's how you approach that barrier.
In many projects, customer requirements and stakeholders management are a crucial part of project success, or failure, in that matter, and the same thing applies to dealing and involving those hard headed people called doctors(I'm a doctor, so I'm not discriminating or anything, but it's good to acknowledge the truth).Obviously, getting the buy-in of doctors when implementing a new project would be a harder job, let say, than nurses or technicians..etc, which needs a lot of thought, time, and effort to gain, and that is usually underestimated. Yes,underestimation of involving the doctors and getting their ownership is often overlooked, or underestimated, and that's one of the main reasons of healthcare projects' failures. And here were sound project management methods comes into the equation. Clinicians should be involved from the start of the project,perhaps in project selection sessions, rather than being imposed by the hospital's management; they should be involved in the planning of the project, in documenting the criteria of success, in well planned and generous training for new procedures or products, and so on. By doing that, we will not only get their blessings and support, but they will lead the change and feel that the project success is also their personal success. It needs a little more attention than we usually give, and to try hard enough to get them on board.
using in their daily practice, ranging from simple diagnostic devices, to very complicated surgical tools used in operating theaters,and those things are getting more and more advanced. So, the reason is not being an old-fashion doctor, or tech-phobic, at least not in all cases. So, what could be the reason? Physicians ego, very true in many instances, but that's not a the root cause, it's how you approach that barrier.
In many projects, customer requirements and stakeholders management are a crucial part of project success, or failure, in that matter, and the same thing applies to dealing and involving those hard headed people called doctors(I'm a doctor, so I'm not discriminating or anything, but it's good to acknowledge the truth).Obviously, getting the buy-in of doctors when implementing a new project would be a harder job, let say, than nurses or technicians..etc, which needs a lot of thought, time, and effort to gain, and that is usually underestimated. Yes,underestimation of involving the doctors and getting their ownership is often overlooked, or underestimated, and that's one of the main reasons of healthcare projects' failures. And here were sound project management methods comes into the equation. Clinicians should be involved from the start of the project,perhaps in project selection sessions, rather than being imposed by the hospital's management; they should be involved in the planning of the project, in documenting the criteria of success, in well planned and generous training for new procedures or products, and so on. By doing that, we will not only get their blessings and support, but they will lead the change and feel that the project success is also their personal success. It needs a little more attention than we usually give, and to try hard enough to get them on board.
No comments:
Post a Comment