The Implementation of change in a clinical simulation program requires a well-planned strategy and preparation to ensure successful adoption. Depending on the organization‘s size and the change’s magnitude, the implementation may feel more daunting than the actual project. Common changes instituted in a sim center include new policies and procedures, new simulation-based experiences, and new equipment or supplies from vendors like Laerdal Medical, Elevate Healthcare, and Gaumard Scientific. This HealthySimulation.com article by Samantha Keck, MS, RN, CHSE, describes the 6 critical steps needed to prepare, communicate, and implement changes in a healthcare simulation center.
Step 1: Identify and Nurture Stakeholders
The first step is to identify key stakeholders and end users affected by the change. The type and depth of information provided about the change should be tailored to each stakeholder’s role and expected involvement. Start with the creation of a comprehensive list of stakeholders who need to be informed, such as senior leadership and supporting departments. Then, develop a list of stakeholders who will need to take action as a result of the change implementation. The engagement with these key colleagues is crucial, as their participation is instrumental to the change initiative’s success.
With the focus on targeted communication and engagement strategies, change makers can ensure a smoother transition and higher adoption rates for new policies, procedures, and equipment. Understanding each stakeholder group’s needs and roles can help craft effective messages highlighting the benefits and necessary actions associated with the change. This approach not only fosters a supportive environment but also enhances the overall effectiveness of the implementation process in the medical simulation center.
Step 2: Examine and Plan for Materials and Resources
The second step is to create and compile implementation materials and resources. The purpose of implementation materials is to communicate the “who, what, where, why, and when” of the proposed change. Implementation materials may include job aids, one-pager updates, email drafts, Manikin user guides, or recorded training. The intended stakeholders that the change will affect must be kept in mind. Tailor the communication about the change to specific stakeholders. For example, communication drafted for leadership will be more concise and high-level than the communication drafted for end users. End users will appreciate detailed job aids, one pager, and short training videos. Training videos are most successful between 3 – 10 minutes long. Training videos that are 10 minutes or less allow users to easily re-watch to refresh or clarify the action needed.
One common change implemented in a clinical simulation center is the revision of an existing clinical simulation scenario. To ensure a smooth transition, a critical resource is a comprehensive document that details every change made to the scenario. This change log helps users easily understand the modifications without the need to compare old and new versions side-by-side. In this document, clearly specify the location of each update, the changes made, and detailed descriptions. For instance:
- If the location of the update is the “Learner Objectives,” the changes might include “Edited Learner Objectives #2 and #3.”
- The details should then list the previous learner objectives alongside the new objectives, providing clarity and context for the end users.
- Utilizing this detailed approach not only enhances user comprehension but also streamlines the implementation process to ensure all stakeholders are on the same page.
Step 3: Establish and Maintain Effective Communication
The third step to implement change within a healthcare simulation center is to draft effective communication for all stakeholders identified in Step One. Evaluate multiple communication channels within the organization and prepare messages for at least two different modalities. Common communication routes include email, meetings, town halls, and message board posts. For formal implementation via email, use a concise structure that consists of the following: purpose, background, details, acknowledgment, call to action, and start dates of the change. Ensure to include hyperlinks to training and supporting materials and provide contact information for any questions or feedback. By doing so, change makers enhance clarity and ensure all stakeholders have access to necessary resources to facilitate a smooth transition. The use of various communication methods increases the likelihood that all stakeholders will receive and understand the message, thereby improving engagement and successful adoption of the changes in the simulated learning center.
View the LEARN CE/CME Platform Webinar Transformative Healthcare Simulation: 7 Layers of Change to learn more!
Step 4: Launch Pre-Implementation Meeting
After the creation of the implementation materials and draft communication verbiage, the fourth step is to set up a pre-implementation meeting with the supervisor and/or leadership team. The purpose of this meeting is to confirm the implementation date and the communication distributor. As the change agent, a request from the supervisor for written approval for the implementation materials and the proposed communication should be obtained. Allocate ample time for leaders to review and provide feedback on implementation materials and launch communication. Calendar alerts should be set up for leaders to remind them when their feedback is due.
Step 5: Schedule Live Presentations for Stakeholders
The fifth step to implement change within a healthcare simulation center is to schedule and present the change live to key stakeholders. Begin by sending a request for time on the existing agenda of leadership meetings to present the change to the organization’s leadership prior to distribution of the implementation communication/email. Once leadership is informed, schedule meetings with the end users who the change will impact. Ensure that the meetings with end users are scheduled at least three to five days after the change is communicated to leadership. This allows leadership time to discuss the change with end users and prepare them for the implementation meeting. This is important to avoid blindsiding anyone with major changes to assist with increasing readiness for change and a smoother adoption.
Step 6: Activate Follow-up and Feedback
The sixth and final step to implement change in a medical sim center is to follow-up and seek feedback at regular intervals. Prior to the change date, schedule at least one question-and-answer session with all stakeholders. This is beneficial to host the meeting approximately two weeks after the initial communication has been distributed and at least two weeks before the change’s start date. This timing ensures that end users have completed any required training and review the supporting materials and resources while providing an opportunity to address questions before the change is implemented.
https://www.youtube.com/watch?v=tq9sEQVsrvI
Plan-Do-Study-Act (PDSA) Change Model
Once the change is initiated, establish a sustainability plan and seek feedback regularly. Feedback response, either by communication or action, is crucial for continuous improvement and to ensure the long-term success of the changes. Regular follow-ups help maintain engagement and promptly address any issues as they arise, foster a smoother transition, and greater acceptance among stakeholders. No change initiative is 100% perfect, so be prepared to make adjustments. Utilize change management frameworks like the Plan-Do-Study-Act (PDSA) model, which conducts rapid cycles of feedback and change. The Institute for Healthcare Improvement (IHI) offers free training resources and templates to use the PDSA model, including translations in Spanish and Portuguese. The PDSA worksheet is an excellent tool for the documentation of improvements and modifications to the initial launch of a change initiative. For more information, explore the IHI Quality Improvement Essentials Toolkit.
Growth and change are essential in the rapidly evolving world of healthcare simulation. The strategic implementation of new initiatives in a simulation centre takes detailed planning and forethought. As a change agent, follow these six critical steps to help prepare, communicate, and implement change in both large and small organizations.
