Framing for Learning: Lessons in Successful Technology Implementation
Abstract
The decision to adopt a new technology in the health care setting is merely the first step in an implementation journey. While some new technologies are readily embraced by those who must use them, most are met with some resistance. In some cases, members of diverse groups—including administrators, clinicians, and technicians—must work together for a new technology to effectively take hold, becoming incorporated into routine practice in an organization. This article reports on a qualitative study of hospitals adopting a new technology for minimally invasive cardiac surgery that uncovered substantial differences in both approach and implementation success. Four case studies are presented to illustrate distinct, tacit frames held by the leaders of each implementation project and how these influenced the team learning process and, in turn, implementation success.
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Sustainability is likely to be more successful when placed in an organizational culture that values EBP and has leadership that facilitates team participation and psychological safety.
“Sustainability is likely to be more successful when placed in an organizational culture that values EBP and has leadership that facilitates team participation and psychological safety (Edmondson 2003a; b).”
From Advancing a Conceptual Model of Evidence-Based Practice Implementation in Public Service Sectors (2011) · cites this paper as Edmondson 2003a
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Advancing a Conceptual Model of Evidence-Based Practice Implementation in Public Service Sectors
Aarons, G. A., Hurlburt, M., & Horwitz, S. M. (2011) · Administration and Policy in Mental Health and Mental Health Services Research · doi:10.1007/s10488-010-0327-7 · Cited by 3,240 · see citing works
“However, strong charismatic leadership may be required to create the conditions for sustained use of EBP once the active implementation phase is complete (Edmondson 2003a).”
BackgroundInfluentialEffective leadership behavior: What we know and what questions need more attention
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- Authors
- Edmondson, A. C.
- Affiliations
- Harvard University (US)
- Corresponding author
- Edmondson, Amy C.
- ORCID
- Edmondson, Amy C.
- Venue
- California Management Review
- Publisher
- SAGE Publications
- Published
- 2003-01
- Volume
- 45
- Issue
- 2
- Pages
- 34-54
- ISSN
- 0008-1256 (ISSN-L)
- 2162-8564
- OpenAlex
- W1981801264
- Cited by
- 159
- References
- 3
- Citations by year
- 2026: 3 · 2025: 1 · 2024: 4 · 2023: 5 · 2022: 12 · 2021: 9 · 2020: 3 · 2019: 8 · 2018: 13 · 2017: 11 · 2016: 8 · 2015: 7 · 2014: 10 · 2013: 6 · 2012: 12
- FWCI
- 14.34
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- California Management Review (publishedVersion)
- Topics
- Social Sciences › Sociology and Political Science › Information Systems Theories and Implementation
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
- Health Sciences › Health Professions › General Health Professions › Health Policy Implementation Science
- Keywords
- technology implementation, implementation success, framing, team learning, minimally invasive cardiac surgery, hospital leadership, resistance to change, health technology adoption, stakeholder collaboration
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