The implications of terminating an innovation when the data do not support its success, but the personnel in a work setting like the innovation
The development and implementation of healthcare innovation projects are one of the most important goals and objectives of a healthcare facility. Innovation projects not only upgrade the status of the healthcare facility but also help in improving the service delivery by the medical practitioners. Despite the great contributions that the innovation projects have in healthcare, there are instances where the innovation could be continued, amplified, modified, or terminated depending on its state. Termination of the project could arise when the data collected does not support the success of the project (Burns, 2005, p.244). However, in this case, terminating the project becomes a problem, as the personnel in the work setting could like the innovation. Therefore, when such a situation arises several positive and negative implications are bound to crop up.
For one, such a decision saves the healthcare facility from cases of malpractice whereby it will not have relied on the wrong data to make inferences. Secondly, the healthcare facility will save on costs that could come about due to the use of wrong data, hence preventing its collapse. On the other hand, this decision could lead to opposition from the healthcare personnel who are for the innovation to be implemented. As such, this might have a great impact on the quality of service delivery in the healthcare facility. In serious cases, this could lead to instances of strikes and go-slows, which will in turn negatively affect the success of the healthcare facility.
The strategies to use to increase participation and spread the implementation of your innovation should your project be successful
Before implementing any healthcare innovation project, the researchers have to determine whether the project will be successful. Once approved, the researchers go back to the drawing board to come up with strategies that will increase the participation of all stakeholders involved as well as spread the implementation of the innovation (Christensen, 2002, p. 33). These strategic plans are essential for the successful implementation and development of the innovation project. The first strategy is that of ensuring that all levels of the personnel are involved in the consultation. Through this, every involved personnel will be participating in the project either directly or indirectly. Another strategy entails organizing the plans such that they are implemented by teams of personnel at different managerial levels. By doing this, the innovation project will be spread at all levels hence making every personnel aware of the innovation. Involving the patients who are undergoing treatment in the innovation is another strategy that could be used to ensure the successful implementation of the project. In this, the researchers will be able to measure accurately the outcome of the innovation thus determining its efficiency and effectiveness. In most cases, innovation normally involves new product development that could not be known to many people. As such, the researchers could initiate advertisement strategies through which the stakeholders involved in healthcare as well as the entire public could be informed of the innovation. This will not only create awareness of the program but also upgrade the status of the healthcare facility.
Reference List
Burns, L. (2005). The business of healthcare innovation. Cambridge University Press. Print.
Christensen, C. (2002). The Rules of Innovation. Technology Review 105 (5): 32–38.