ment by leadership and poor training. • Revolution training: It is time to question the traditional approach to training. We know from nearly nine decades of research about adult learning that the human brain is a poor storage device for information and data, unless that information is recalled and reinforced immediately by experiential activities. The one-time training event with an overloaded agenda is an almost certain waste if the user does not have the time to assimilate the information and relate it to concepts they already know. • Give caregivers time back for clinical care: Caregivers are busy people and are in the business of improving lives. One of the most frequently cited concerns about training programs is that they take time during business hours away from face-to-face patient time and revenue opportunities. Simulation training can be done anywhere and anytime at the convenience of the caregivers. • Make education relevant: EMR vendors, such as Allscripts, Cerner, Epic and McKesson, all customize their respective systems, so it doesn’t make sense to train caregivers on standard builds on systems. For education to be effective we must use the actual screens and workfl ows of an or- ganization’s system – and simulation training can provide that, both for large hospitals or small physicians’ offi ces. It can also be customized to imitate different devices that caregivers may be using – desktops, laptops or tablets – as well as different roles that different caregivers may have, and the different sets of privileges that come with those roles. • Defi ne profi ciency: When designed correctly, simulators literally change how caregivers learn new technology. First, they are designed for each role using the application; generic simulators are ineffective. Additionally, individu- als only learn the functions appropriate for their role. By defi ning the level of profi ciency required for each role, we give the user a specifi c goal to achieve. One of the easiest ways to reduce the cycle time to profi ciency is to defi ne the profi ciency level required for each job role. This becomes the metric for defi ning knowledge level in the application and drives adoption.
• Develop sustainable processes: Adoption is never static; it is either improving or degrading in the organization. Drops in profi ciency happen after upgrades or changes to the application. Leadership must invest in the people and processes required to sustain high levels of adoption over time. We must identify metrics as indicators of whether users are improving, maintaining or regressing in their adoption of technology. It takes relentless focus to achieve the levels of adoption needed to improve quality of care, patient safety and fi nancial outcomes.
Driving adoption of EMR systems addresses the need to commit to something greater than a mandate. It brings the conversation around meaningful use to where it should be today: leveraging new technology to improve the quality of care. HMT
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