Summarised content:
Why should healthcare professionals spend their valuable time on creating a IDSA? Description of how we engage the participants in the IDSA and how the IDSA contributes to a successful implementation process
Expected achievement:
That the participants in the IDSA have a clear understanding of the value that the IDSA has to deliver and how it will provide value for each of the groups that the participants are representing.
Organisational tasks
Part of the business-case. Should be defined up-front before the on-set of the implementation process. BUT the management level need to reflect (upfront before the onset of implementation) on why they have purchased the new technology, and what the expected benefits and changes are that they expect in the organization.
Should be defined up-front before the on-set of the implementation process
Should be defined up-front as it is part of the basis for decision
How do staff reflections concerning the functionalities of a technology, or reflections on adjacent needs, flow to the enterprise, and why is that important?
How can you enhance engagement for the different professional groups, and how can their roles in the “new” workflows be made attractive?
How can on the job training and use of new technology be converted into an attractive competence for those doing the training?
This might be different for different professional groups. Nurse level and upwards might be motivated by CET/CPD points.
Team related tasks
Which values should be enhanced for staff to explore new features of a technology or to explore the use of the technology in new workflows
Describe when the expected benefits will be harvested
It is important that you identify a peer learning or superuser system that will allow new staff to be introduced to the technology after the end of the implementation process. The peer learning should not be vulnerable to frequent substitution of key staff.
Shared decision making
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Why should we do it?
