Successful Physician Adoption of Mobile Solutions

The rate of adoption is the relative speed with which providers initially take up mobile technology. It is usually measured by the length of time required for a certain percentage of the affected clinicians within the organization or clinical care area to adopt the innovation. [1] That is, the application has been installed on their device, is ready for use, and the user clearly understands how to launch and interact with the program.

 

Within the rate of adoption there is a point at which usage reaches critical mass. [1] This is a point in time within the adoption curve that enough individuals have accepted the mobile application such that the continued adoption of the innovation is self-sustaining; the program becomes the standard of care, and its use is embedded in daily workflow. It is at the point of sustained adoption that benefits may ultimately be realized. Adoption rates are primarily determined by three factors:

1. The strength and effectiveness of the communication plan and commitment by the facility to promote adoption by all targeted clinicians.
2. The availability of an approved device and appropriate data plan to the adopting clinician [3] - allowing use of personal devices is preferred to requiring them to carry multiple devices.
3. The availability and familiarity of an acceptable/effective use policy and procedure among providers and on the nursing units.

We know that organizations can improve the likelihood of adoption with good pre-implementation planning:

• Involve physician and nursing thought leaders in the purchase decision and in scheduling the rollout.
• Expose as many clinicians to the technology as possible prior to deployment
• Be clear as to expectations for acceptable use, compatible devices and data plans, and allow time to meet these requirements.
• Roll deployment projects out over time.

The way to ensure use is simple: make sure the product works every time, that it mobilizes data in visually meaningful ways, that it supports actual workflow, and that it's easy to use. Deliver value and usage will continue. If you don't deliver value, physicians will not adopt nor will they continue to use the product.

 

Finally, Lead. In writing. We are learning that the strongest adoption and utilization results are produced within hospital systems that have a defined policy and procedure regarding effective use of mobile solutions. This written policy and procedure is also helpful in assisting providers in understanding who may use the product, when to use the product, as well as to define the limits of effective use. All clinicians on the care unit should be clear that the mobility solution is not a substitute for the physical bedside availability of any team member at critical points in the care process.

 

References

 

[1] Rogers, E. M. (1962). Diffusion of Innovations. Glencoe: Free Press.

 

[2] Valente, T.W., 1995, Network Models of the Diffusion of Innovations, Hampton Press Cresskill, New Jersey.

 

[3] Markus, M. L., 1987, ‘Toward a ‘critical mass’ theory of interactive media: Universal access, interdependence and diffusion’, Communication Research, 14 (5), 491-511.