Change is an essential element for continuous improvement (Lippitt, Langseth, & Mossop, 1985). Successful implementation of system change in the health care enables delivery of safe and quality care to the patients (Butt & Rich, 2011). The rate of diffusion has been sluggish in the organization. The reason behind this is the complexity nature of transitioning process to an electronic health record (EHR). In 1983, Rogers defined the rate of adoption as the speed in which the society adopts an innovation. According to Rogers, the adoption rate is measured by the period that is needed for members of the society to embrace innovation.
In an organization, individual members adopt change based on their innovativeness. The classes of adoption comprise of innovators, first adopters, early majority, laggards and late majority (Rogers, 1983). The innovators mostly have the highest social status and are very social. They have taken up the change positively, and they are willing to face the risks that come with it. Early adopters are the second fastest group of members who have adopted the innovation. They demonstrate a high degree of opinion leadership. In addition, they have high social status and advanced education. They adopt the innovation judiciously to help them to maintain their central communication position. The early majority have taken time before adopting the innovation as compared to the innovators and early adopters. The late majority have taken the innovation after the average members of the society have taken up the innovation. They are typically skeptical about the innovation. In addition, they have low financial liquidity and have very little opinion leadership. Ultimately, laggards are the last members that adopt an innovation. They have the lowest social status and financial liquidity (Rogers,1983).
Various elements were very important in implementing the change. There was a relative advantage in the innovation. There was a greater perceived relative advantage by the members of the organization. In addition, the innovation was in line with the existing values and practices of the organization. Moreover, the innovation was simple and easy to use, thus the members did not have difficulties in the new system. Furthermore, the new system was easy to experiment before implementing it. The members were confident in the new system after the trial was successful. Ultimately, the results of the innovation were observable. Members easily adopted the innovation after seeing that the system got the expected results (Butt & Rich, 2011)
In contrast, there were elements that were detrimental to the implementation. There was resistance from some of the workers. Resistance is inevitable human response to change (Taylor & Wasatch Media, 1998). In addition, there was poor management in the change process.
Part 2 Q1
The diffusion model of innovation has proven to be beneficial in implementing change within an organization. Rodgers (1983) outlines the key elements that determine the rate of adoption. The model also gives the steps to follow for an organization to implement change (Butt & Rich). Consequently, the IHI model can be very advantageous in implementing change. It is also called the Nolan model. It outlines steps that are necessary to make a change. Often, the Nolan model, strives to improve the current systems (Mahajan & Peterson, 1985).
Ultimately, the organizations can use both the diffusion model of innovation and the IHI model. The organization can use the IHI model in identifying the change required in a given system. Afterwards, the organization then adopts the diffusion model of innovation in implementing the change. Therefore, the diffusion model is more beneficial in implementing change.
Part 2 Q2
For a successful implementation of the change, organizations should avoid detrimental elements. Members’ preparation for the change should be timely to ensure they are ready for a change. Moreover, the management should ensure that the resources needed for the change are readily available (Butt & Rich, 2011).
In conclusion, management should involve the members in the change from the planning stage. Ultimately, establishment of peer-to-peer networks spreads the innovation faster. As an innovation spreads to audiences from early adopters, face-to-face communication, therefore, becomes essential to the decision to adopt an innovation.
Brown, L. A. (1981). Innovation diffusion: A new perspective. London: Methuen.
Butts, J. B., & Rich, K. L. (2011). Philosophies and theories for advanced nursing practice. Sudbury, Mass: Jones and Bartlett Publishers.
Lippitt, G. L., Langseth, P., & Mossop, J. (1985). Implementing organizational change. San Francisco: Jossey-Bass.
Mahajan, V., & Peterson, R. A. (1985). Models for innovation diffusion. Beverly Hills, Calif: Sage Publications.
Rogers, E. M. (1983). Diffusion of innovations. New York: Free Press.
Taylor, B., & Wasatch Media (1998). Surviving change. Orem, UT: Wasatch Media.