How do you introduce health informatics tools to physicians?

Generally Physicians are the Han Solo’s , independent gun slingers, of the medical world. They have good hearts and want to do the right thing, but don’t exactly trust the system. They hate when anything prevents them from doing what they believe is right for patients. Using new technologies lands them in the place of a new learning curve that may not give them what was they were told. So they are skeptical. EMRs have helped and hurt and much of the distrust comes from this. Sometimes acknowledging this reality when introducing a new tool is important.

Win over doctors with health tech, understand their needs, show clear benefits (patient care, efficiency), address concerns (security, workflow), and let them try it! Tailor presentations, emphasize patient impact, leverage peer success, and offer support. Build trust, not just tech.

In my experience, every physician has unique goals, challenges, and fears. When I was working on introducing a new EMR system, a personalized approach acknowledging individual concerns made the transition smoother and more accepted.

One important point is to detect the IT conversant level and innovation profile (enthusiast, early adopter, conservative or skeptical) of the physician, and adjust the aporoach accordingly. The second point is to be careful while using fears, pain points, and preferences to define the IT approach. Similar to a doctor-patient relationship, what a physician wants may not necessarily align with what they need., therefore, it is important to balance the physician’s desires with their actual needs when presenting health informatics tools.

The combination of using system redesign and clinical informatics tools have been a great strategy for me as a healthcare leader in the hospital setting. By showing these changes can benefit physician’s daily work and make it easier for them while improving quality of care for our patients is a home run for everyone.

Change is very difficult for all of us, it is important to listen to feedback on the changes we implement and take action to address and improve. We ignore thoughtful feedback at our own risk.

One time I had to present a new diagnostic AI tool to a skeptical group of physicians. Instead of listing technical specs, I demonstrated how it reduced diagnostic time and improved accuracy with real-world examples. Seeing the practical impact sparked their interest.

Engage,empower and enlist. Show them Ernst it can do, how it will improve the clinical practice and then let them try and enlist them ti implement and teach others the same .

Privacy, usability, and integration are paramount. I remember addressing concerns by showcasing peer testimonials and transparent information on standards compliance. Open dialogues and hands-on experience helped dispel doubts.

Sandbox space is essential for innovation in AI, which has to be integrated thoughtfully and carefully. But more importantly the responsibility is on technology leaders to demonstrate the utility of the changes we implement. The product should sell itself.

Physicians want to see results. When I was part of a team introducing telemedicine software, we organized live demos and free trials. Letting physicians experience the tool in their environment was a game-changer in gaining trust.

Collaborating with influential figures can make a significant difference. We once involved a highly respected physician to co-present a new health informatics tool. Her endorsement created a positive atmosphere and encouraged others to embrace the change.

: Introducing a tool is just the beginning. In my experience, regular follow-ups, recognizing achievements, and continuous support foster a positive experience. Adaptations based on real-world feedback make the technology a tangible asset rather than a burden.

Providers are definitely hands on learners, who want to know the value and why. Why are you changing my screen, why is this tool better then the last. Why should I take the time to learn this, how many additional clicks is this per patient, per visit, or per day. It's hard to get them to give time to trainers so we have have to make the most of what we get. I always make sure I have good reasons as to why I presenting this information and the value in the change. Win their attention, win their mind!

Go to where they practice. At the elbow support, lunch and learns at the clinical sites, or video meetings outside of clinical care hours, allow physicians to focus on their patients, and shows them respect and the importance of these new tools or workflows on the job.