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ACCEPTANCE BY LEARNERS
Bon Secours first developed a specific approach to be
delivered to new hires. For introducing HeartCode to new
employees, a blended approach was deployed for Advanced
Cardiac Life Support (ACLS) and Pediatric Advanced Life
Support (PALS). Those employees that were new to ACLS
and PALS providers needed slightly more hands-on
coaching. With that in mind, Bon Secours conducted a 2-day
class for ACLS and PALS where HeartCode modules are
interspersed with other topics. It’s a form of stealth
education in that HeartCode is treated as a complement to
other learning that is presented.
For all staff, the use of HeartCode training began with
Hands-On Sessions skill checks at assigned times. These
sessions were delivered via 30-minute appointments during
the initial year of training.
Staff acceptance and comfort levels have since increased to
the point that 4-hour blocks of HeartCode skills training and
certification are made available. Students can walk in without
an appointment and complete their Hands-On Sessions.
After 4 years, people have gone through the program twice
and are comfortable with it. Not only have hospitals and
clinics bought-in to the new way of learning, so had the staff.
This acceptance – and enthusiasm – on the part of staff
resulted in some important changes that made use of
HeartCode even more efficient:
• Manikins are made available at every hospital in easily
accessible stations.
• Students transitioned to Hands-On Sessions with no
appointments needed.
• Learners have help available, but they access the
training on walk-in basis and do self-checks.
“Historically, the best clinicians are tapped to be educators and,
in doing, tend to rely on how they themselves have learned.”
Holly Pugh, Director, Clinical Simulations Center, Bon Secours
CHANGE MANAGEMENT LESSONS APPLIED
As with almost all of healthcare in today’s environment,
where change is the norm, planning and delivering staff
education is not a static endeavor. No matter how successful
a program launch has been, resting on laurels can never be
part of the plan. Adult learning theory, usability of media
and material, and continual need for adaptation all contribute
to the necessity for monitoring the effort – and modifying
process and procedure where needed. Pre-planning is the
key to making and implementing needed improvements.
As the program at Bon Secours evolved, important change
management strategy and tactics came to the forefront.
When any programmatic change was needed, there first
needed to be a compelling reason for that change, and all
involved – from educators to students – were kept apprised
of planned changes and why those changes were necessary.
The principles of internal marketing became useful in
creating an understanding of the rationale for change and
the education needed to make that change successful.
Elements of introducing change, included:
• Development of FAQ’s based on experience
• Previewing any changes as far in advance as possible
• Posting updates on the organization’s intranet
• Providing the forum for staff to ask Q&A online
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