What was the biggest hurdle in implementing a multi-site project of this size?
The biggest hurdle is less to do with technology, and more to do with the difficulties of the transformation – getting Trust teams philosophically on board. During the earlier stages, many of the team agreed that the collaborative approach is a great idea, however when it comes to deploying the very concept we’ve discussed, there is resistance from the same group. This emphasises that any source of change – positive or negative – is disruptive for human beings. Change needs nurturing carefully, and as a Collaborative, we needed to be sure to manage this diligently.
How did you mitigate these challenges?
The Collaborative adopted a specific approach to support a gentle transformation – a franchise model. This entailed lots of meetings, brainstorming, inviting opinions and reviewing how a change could be implemented. The project board would converge, discuss, and finish the meeting by concluding what we have decided. This way, any decisions and associated actions will not be a surprise, as each franchise holder had a contribution to the conclusion. Generally, when you explain the concept to the project stakeholders, provide them a background of why a change is needed, and help them to understand how it will improve patient care, improve data accuracy, speed up working and running of meetings, they seem to be on board. This is because they gain an understanding of how it matters, and why it is important to them, the Trust, and our patients.