What do you do if your healthcare staff is resistant to using technology for communication?

Over the years, I have come across many providers that are hesitant to change. Either from one EMR to another or from paper charting to an EMR. Understanding their reasoning for resistance, have open communication, and offer personal one on one training. Showing the provider ways of enhancing their workflow without compromising patient care. Having an understanding for their concerns as well as their recommendations. Many feel technology slows them down because of their lack of use and experience. Customizing the providers’ settings and layout so that their workflow is simplified would aide with them being open to change and adapt to the new technology.

In 20 years experience of working in healthcare at premiere institutions around the world, I have noticed that communication can always be improved. Between doctor and patient, between doctor and staff and between doctor and other doctor colleagues. Respect, humility, accountability and professionalism from all contribute to good communication from doctors and healthcare professionalism. If you cultivate these values communication improves. Clearly tech can help doctor to doctor and doctor to staff communication. Focus groups, webinars and open evenings can also help doctors engage with the general public re: health promotion and reinforcing positive health behaviours.

Understand your users. One major flaw involves the inability to customise the application/technology to fit the user's own individual style of practicing medicine. Often times, the IT department has set in stone specific ways a task should be done in the system, when there are multiple ways one can achieve the same goal when treating a patient. If the technology doesn't parallel the physician's thought process or good clinical practice, it may result in the physician opting not to treat the patient with the technology or finding another way to do it off the record. Forcing a square peg into a round hole never did work too well.

If your healthcare staff is hesitant about using technology for communication, it's crucial to address their concerns. You can offer training sessions to help them understand how technology can improve efficiency and patient care. Listen to their worries and provide support as they adapt to new tools. Encouraging open communication and showcasing the benefits of technology can help overcome resistance and facilitate a smoother transition. Ultimately, embracing technology can enhance teamwork and streamline communication within the healthcare facility.

This should never be an issues, it is definitely a Management problem not a staff issue. Managers should know at least 3 years in advance how important a certain "niche" will be, in this case technology. They should start training and getting influential staff to communicate likely introductions and changes well in advance so that when implementation time comes; everyone is ready.

One thing that is helpful is to evaluate the staff members learning style. Adapt your teaching to these styles. Knowledge is power and staff will perform better when they know more.

Another intuitive approach would be to coach each "resistor" on a one on one basis. Let us not forget the fact that resistance may not only be physical but is driven by mental factors as well. One great barrier is that new learners may be shy to admit that they are just having trouble with new technology and they are afraid to show it to peers or colleagues as it may show as a sign of inferiority.

Offer comprehensive training programs to familiarize your staff with the technology tools and platforms being introduced. Provide hands-on training, tutorials, and support resources to build their confidence and competence in using technology for communication.

If your healthcare staff is resistant to using technology for communication, provide comprehensive training and demonstrate the benefits and efficiencies it can bring to their daily tasks. Address their concerns empathetically, involve them in the decision-making process regarding the choice of technology, and gradually integrate the new tools into their workflow to ease the transition.

One thing I've found helpful is to Look for inspiration from other industries, successful campaigns, and creative works outside of healthcare. Explore trends in design, storytelling, and technology that can be adapted to your marketing strategy.

In my experience the most workable way is to showcase the benefits of technology. The only constant is change and with technology it is just that. As a leader it is important for us to showcase the benefits of using it for communication and how it will make the whole process lean and seamless. Of course it goes without saying we also need to provide adequate training as both all team member would be able to pick it up at the same pace

Highlight the benefits and advantages of using technology for communication. Emphasize how it can streamline workflows, improve efficiency, enhance collaboration, and ultimately benefit patient care. Share success stories and case studies to illustrate the positive impact of technology adoption.

Clearly demonstrate how technology can enhance their work, but acknowledge and address potential cognitive biases. Skeptics may fear job displacement (automation bias) or misunderstand the technology's capabilities (anchoring bias). To overcome this, consider a unique approach called "mental model training." This approach goes beyond basic user training and focuses on helping staff understand how the new technology fits into their existing mental model of work. By explicitly addressing potential cognitive biases and clarifying how the technology complements their skills, it encourages user acceptance and reduces resistance to change.

Our biggest enemy in HC is time. Show us how this change is going to give us time back in our day. Streamline documentation (none of went into practice to spend our days charting) and make reporting easier. Show us a 360 view of the patient, past-present-future. Remind us to do stuff. Red flag for when it's the end of a double shift and we are brain dead (humans are not built to work 12 - 72 hours back to back - just saying). Patients don't stop arriving because we are in training our work is piling up behind us - make training time count. We are not 'fluffy' we are trained to run into difficult situations, it's OK to jump in without the icebreakers and party games. We need to know what to do, when, why, & where the cheat sheet is.

Es tan fácil como trabajar en paralelo, no se hace y se compara. Se suelen poner ejemplos, peto imagino, siempre los más bonitos. Hay que preguntar mucho , las cosas importantes al usuario de las herramientas. Si esto se hace, la resistencia es mucho menor, el protagonista es el usuario, no el director

In my experience once you pick some champions who really likes technology and let them be the top users with benefits then those pioneers will teach the rest of the team . It will take a while but with time even the mist afraid of technology will use it and then realize the good side Take good care of the champions because they will be by your side for many more

Identify enthusiastic and tech-savvy individuals within your staff who can serve as champions or advocates for technology adoption. Empower them to lead by example, share their experiences, and provide guidance and support to their peers.

Completamente de acuerdo, lo he comentado antes. El protagonista es el usuario, él sabe las necesidades a cambiar y las dificultades del cambio y el desastre o no del resultado

Continuously monitor the progress of technology adoption among your staff. Track usage metrics, gather feedback, and conduct periodic evaluations to assess the effectiveness of your efforts. Use this data to identify areas for improvement and refine your approach as needed.

Esto está bien siempre en los cambios. Para que sucedan estas cosas , es necesario, si el tama?o de empresa lo requiere , tener buenos directores de comunicación, en alguna ocasión, hay directores o directoras, de comunicación, que están en lo que le importa al CEO, o al Director General, pero los cambios en temas hacia bajo le importan un pito, los delegan y ponen fechas, y esto ……

Adjusting the strategy would be a choice.Assesing the situation and adjusting changes according to the concerns keeping in mind the development of the process in whole Providing the necessary training as well. And keeping a track on the advancements through continously tracking and evaluation.Continious training at regular intervals will boost the strategy.

No todas las estrategias funcionan igual, depende mucho de la situación , el servicio la cultura organizacional y los recursos , es importante adaptar las estrategias al medio para lograr la mejora continua.

Be prepared to adjust your communication strategy based on ongoing feedback and progress monitoring. If aspects of the technology hinder staff communication, consider an approach called "participatory design." This approach moves beyond simply collecting feedback and involves staff directly in the design and adaptation of communication technologies. This fosters a sense of ownership and leads to solutions that better address the specific needs and workflows of the healthcare team.

Listen to your team. Technology is there to serve. Often, technology stacks can be come convoluted and ultimately act as a hindrance to the team. If the team are resisting a change, listen to them and find out why. Understand if what you're doing is really going to move the needle and understand what the cost of change is going to be.

Actually, I’d like to sit and listen first and if technology needed really . i will offer him/her to get a training and give a trial and the to meet again after a while to discuss the pros and cons

To address resistance to using technology for communication among healthcare staff, I'd emphasize the benefits, provide training, and offer support. Addressing concerns, demonstrating ease of use, and highlighting efficiency gains can alleviate fears. Encouraging feedback and addressing issues promptly fosters buy-in. Leading by example and recognizing early adopters can inspire others to embrace technology. By promoting a culture of collaboration and innovation, we can overcome resistance and enhance communication effectively.