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Learning Health System
Toolkit – Pre-implementation
Influencing factors and readiness assessment
Prioritisation
The importance of stakeholder engagement
Outside the organisation
Internal environment
Research evidence
Practice evidence and benchmarking
Toolkit – Implement change
Nuance the problem
Co-design the solution
Knowledge mobilisation
Implementation
Evaluate the success
Log in
Learning Health System
Toolkit – Pre-implementation
Influencing factors and readiness assessment
Prioritisation
The importance of stakeholder engagement
Outside the organisation
Internal environment
Research evidence
Practice evidence and benchmarking
Toolkit – Implement change
Nuance the problem
Co-design the solution
Knowledge mobilisation
Implementation
Evaluate the success
Log in
Influencing factors from inside the organisation
Readiness Questionnaire
The questions below should help determine an assessment of the readiness for change from inside your organisation
Recommendations
1. Do you have resources (time, skills, support from colleagues or management, funds etc) available for the project? (think broadly about what you can harness to assist you.)
*
Yes
No
2. Do you have a team with the required capabilities available?
*
Yes
No
3. Is the initiative consistent with policies, programs etc. within the organisation?
*
Yes
No
4. Is there general agreement on the problem?
*
Yes
No
5. Are they similar organisations that have completed a similar project?initiative?
*
Yes
No
6. Is there a culture of change within your organization/work area?
*
Yes
No
1. Do you have resources (time, skills, support from colleagues or management, funds etc) available for the project? (think broadly about what you can harness to assist you.) (Yes)
A description of the section goes here.
1. Do you have resources (time, skills, support from colleagues or management, funds etc) available for the project? (think broadly about what you can harness to assist you.) (No)
2. Do you have a team with the required capabilities available? (Yes)
2. Do you have a team with the required capabilities available? (No)
3. Is the initiative consistent with policies, programs etc. within the organisation? (Yes)
3. Is the initiative consistent with policies, programs etc. within the organisation? (No)
4. Is there general agreement on the problem? (Yes)
4. Is there general agreement on the problem? (No)
5. Are they similar organisations that have completed a similar project?initiative? (Yes)
5. Are they similar organisations that have completed a similar project?initiative? (No)
6. Is there a culture of change within your organization/work area? (Yes)
6. Is there a culture of change within your organization/work area? (No)
These resources will be important enabling factors. Ensure that you are working on a plan to ensure you can plan all relevant resource needs in details.
If you don’t have any or enough resources, don’t let this stop you. Part of your plan may be to scope for these and find a way to access them. One of the important resources is support. Ideally, support from colleagues and those in positions to assist you. You can work with your stakeholders to identify those who you want to gain support from and an advocacy plan about how and who will do this.Consider with stakeholders what other resources you need. Protected time to work on your project can be one of the most important. To secure this you may need to engage with management and seek their support.Don’t get too concerned if you don’t have all the resources you need at the beginning of the project. It is important to make a start and work your way towards securing more resources. Small wins can be a way to get others on board to provide further support.
That is great. Just remember that implementation skills are different to project management. Do an implementation skills audit with your team, and see if there are any gaps. If there are gaps, identify ways individuals or the whole team can be upskilledView our courses here : https://www.monash.edu/medicine/sphpm/mchri/training/courses
It is important to understand what resources and support stakeholders require to participate effectively in the change initiative. This can include access to information, training, funding, or other forms of support. Once these needs have been identified, steps can be taken to ensure they are met.Training and support can help build the skills and knowledge needed to participate in the change initiative effectively. This can include training on new processes or systems, as well as support for managing any challenges that may arise during the change process.View our courses here : https://www.monash.edu/medicine/sphpm/mchri/training/courses
: By taking a transparent and collaborative approach, organisations can build support and momentum for their care improvement objectives and ensure that any new initiatives are aligned with the improvement objectives.
If an initiative is not compatible with the care improvement objectives of a healthcare organisation, it is important to carefully evaluate the initiative and determine whether it can be modified to align with these objectives or if it should be abandoned altogether.The first step is to review the care improvement objectives and assess the extent to which the initiative is compatible with these objectives. This may involve consulting with key stakeholders, including clinicians, patients, and other staff members, to gather their input and feedback on the initiative.If the initiative is not compatible with the care improvement objectives, it is important to identify the reasons for this and explore whether modifications can be made to the initiative to make it more aligned with these objectives. In all cases, it is essential to communicate the reasons for the decision and engage with key stakeholders to ensure that they understand its rationale and can provide input and feedback on alternative approaches. By taking a transparent and collaborative approach, organisations can build support and momentum for their care improvement objectives and ensure that any new initiatives are aligned with these objectives.
Check this with key stakeholders. If there is not general alignment on what the issue is, there is unlikely to be support for the change. Often we assume that the problem is clear and don’t check this. Failure to attain general alignment will reduce the likelihood of success.
Go back to genuine stakeholder engagement. Listening to their valuable insights here is critical. Keep working this through until there is general alignment. We don’t use the term consensus as it is rare that everyone will agree on everything. But the problem must generally reflect the views of those who are affected.“We often assume everyone agrees on what the problem is. This is rarely the case unless a robust engagement process has been completed. When done effectively, engagement will often completely redefine the problem.” Dr Rhonda Garad
This will be of great assistance to you as it demonstrates a trend and adds to your case that change is needed. There also may be learnings and opportunities to partner that will be extremely helpful to you.
This may weaken your case for change to some degree. It can suggest that the sector is not moving in this direction, or suggest the change may be in some way undesirable or risky. This is not a problem but may mean you need to deal with these potential perceptions.
This will be of great assistance to you as it demonstrates a trend and adds to your case that change is needed. There also may be learnings and opportunities to partner that will be extremely helpful to you.
This may weaken your case for change to some degree. It can suggest that the sector is not moving in this direction, or suggest the change may be in some way undesirable or risky. This is not a problem but may mean you need to deal with these potential perceptions.
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