oops, meant to send this to the list.
--
Wayne Wilson
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Gary Kunkel wrote:
What makes health IT projects succeed?
I suspect this is actually more difficult than analysing
failure.
Yesterday, a colleague of mine, an IT professional with a
success track record in health care IT and in non-health
private business, were discussing success.
More precisely, we were discussing why the rate of change in
health care IT painfully slow to us.
That got us to thinking about what the differences are
between an academic institution (where we both happen to
work) and the private sector (where we both also used to
work). One thing that came out was the IT staff turn-over rate.
It's much higher in the private sector and we think it's
related to financial reward systems. And that in turn leads
to the presence or absence of inertia, that is to say, that
if you are not expecting change in your reward system and
are not looking to change it, you tend to be satisfied with
the way things are.
Finally, if a project or initiative is successfull, what
does that mean to the different actors? It's quite possible
that it means different things and thus leads to different
outcomes. I.e., a demonstration system leads to a bigger
role in academic leadership, while it does not change the
extrinsic rewards for the IT professional, it's just part of
our jobs.
And, while that is not probably what most of us would think
about when we talk about the success of a health care IT
project, I think it's critical for many of the reason's that
failure occurs.
So, I would ask those of you who are clinicians to examine
your relationships to IT staff and gage how stable they are
compared to your relationships to your clinical partners.
Then let's think about the rewards of success, who reaps
them and why?
--
Wayne Wilson
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