Disrupted routines: Team learning and new technology implementation in hospitals
Disrupted routines: Team learning and new technology implementation in hospitals
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DOI：
10.2307/3094828
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发表时间：
2001-12-01
影响因子：
10.4
通讯作者：
Pisano, GP
中科院分区：
文献类型：
--
作者：
Edmondson, AC;Bohmer, RM;Pisano, GP
本文报告了对16家医院实施心脏手术创新技术的定性现场研究。我们研究如何开发新的惯例，在现有的惯例加强了技术和组织背景下的组织。所有被研究的医院都有一流的心脏外科，声誉和患者治疗效果都很好，但在实施一项需要大量资金的新技术的程度上却表现出了惊人的差异。手术室团队日常工作的变化。成功的实施者经历了一个质的不同的团队学习过程比那些不成功的。定性数据的分析表明，实施涉及四个过程步骤：招生，准备，试验和反思。成功的实施者使用注册来激励团队，设计预备实践会议和早期试验来创造心理安全并鼓励新行为，并通过反思实践促进共享意义和过程改进。通过阐明那些直接负责技术实施的集体学习过程中，我们有助于常规和技术采用的组织研究。
This paper reports on a qualitative field study of 16 hospitals implementing an innovative technology for cardiac surgery. We examine how new routines are developed in organizations in which existing routines are reinforced by the technological and organizational context. All hospitals studied had top-tier cardiac surgery departments with excellent reputations and patient outcomes yet exhibited striking differences in the extent to which they were able to implement a new technology that required substantial. changes in the operating-room-team work routine. Successful implementers underwent a qualitatively different team learning process than those who were unsuccessful. Analysis of qualitative data suggests that implementation involved four process steps: enrollment, preparation, trials, and reflection. Successful implementers used enrollment to motivate the team, designed preparatory practice sessions and early trials to create psychological safety and encourage new behaviors, and promoted shared meaning and process improvement through reflective practices. By illuminating the collective learning process among those directly responsible for technology implementation, we contribute to organizational research on routines and technology adoption.