OUR PARTNER: The client is a three-hospital, 570+ bed, regional health system located in the Southeastern U.S. The client has affiliated ambulatory and rehabilitation facilities, and a 900+ physician network.
THE BACKGROUND: Months before a scheduled go-live, the client – due to a previous unsuccessful experience – was hesitant to redeploy traditional instructor-led training and instead sought an improved program that would effectively enable engagement and collaboration among clinical and technical teams. The client’s original program lacked a cohesive change management approach, a consistent documentation of current and future state workflow analysis, and an adequate high-risk workflow to training modality alignment.
Additional challenges the client struggled with included:
- The previous training content was not aligned with the intended workflow and was difficult for end users to absorb.
- There was no previous change management (current state/future analysis) performed.
- The end user population perceived the previous training as irrelevant and problematic.
THE SOLUTION: Understanding that the client was now faced with an unexpected delay in go-live in addition to a significant number of high-risk workflows lacking defined documentation, review, and consensus, Divurgent partnered with the client leadership team to deploy a three-tiered approach designed to drive end user engagement and adoption. The key approach components included: workflow design and consensus; interactive communication and training; and activation readiness and deployment.
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