Abstract
The objective of the paper is to evaluate the quality of systemic change management (CHM) and readiness for change in five Central European countries. The secondary goal is to identify trends and upcoming changes in the field of digital innovations in healthcare. The results show that all compared countries (regardless of their historical context) deal with similar CHM challenges with a rather similar degree of success. A questionnaire distributed to hospitals clearly showed that there is still considerable room for improvement in terms of the use of specific CHM tools. A review focused on digital innovations based on the PRISMA statement showed that there are five main directions, namely, data collection and integration, telemedicine, artificial intelligence, electronic medical records, and M-Health. In the hospital environment, there are considerable reservations in applying change management principles, as well as the absence of a systemic approach. The main factors that must be monitored for a successful and sustainable CHM include a clearly defined and widely communicated vision, early engagement of all stakeholders, precisely set rules, adaptation to the local context and culture, provision of a technical base, and a step-by-step implementation with strong feedback.
Highlights
There is no doubt that healthcare facilities are changing constantly, and these changes are challenging for all stakeholders [1]
The objective of this study is to evaluate the quality of systemic change management (CHM) and readiness for change in five Central European countries
Out of 368 hospitals that met the criterion of 500+ beds in the selected countries, 132 returned filled-out questionnaires
Summary
There is no doubt that healthcare facilities are changing constantly, and these changes are challenging for all stakeholders [1]. Burnes [3] says that up to 60% of all change projects, not just those in the healthcare context, fail due to poor change organization. One must keep in mind that changes come in many different forms and on different scales with some changes being only minor or incremental, while others are more profound. This makes evaluation of the relative success or failure of a change rather difficult. Considering the speed with which changes are introduced to the healthcare sector, organizations must be ready to anticipate, implement, and manage them [4]. Embedding CHM and change leadership firmly in an organization’s culture will make that organization more prepared for any future change [5]
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