“Let go of what you “think” you know. And pay attention to the flow. Stop trying to force things to go the way you think they should go, and be willing to move in a direction that is different from what you planned on or expected.” Steven Lane Taylor
I pulled the above quote from Kammie Kobyleski's Passion Meets Purpose blog.
Now that I'm feeling less stressed (and more resigned to the situation), it's a bit easier to be open to other solutions. Which is a good thing, because I learned the following upon my return to work:
- I missed NOTHING by missing the project team training. The Apps group figured out just as much playing with the system by ourselves as the trainers knew. As one of my colleagues put it "A lot happened, but we didn't make much progress."
- The trainers, VPs, development experts, technical support for the vendor know just as much about this product as we do. I felt sorry for the MD who was brought in to demonstrate the software to the physician's advisory group. The demo version on his laptop worked no better than the version on our test servers.
He was also given little information on the piece none of us could figure out for ourselves - the worklist. The "Worklist" is supposed to be where the MD can look at, verify, and approve outstanding lab and medication orders. A discussion with the vendor's project manager for that piece did little to clarify the situation.
- An instructional designer who has never seen the product before will be brought in next week to help develop documentation for New User training. In some ways, having someone who has never seen the product before come in to help is a good thing. They can point out what does and does not make sense. In other ways - they caused me work since I have to provide "content" (i.e. write the damn thing) and this person job is to make it look pretty. I might as well do that myself and save them money. Even more interesting, they chose an instructional designer rather than a documentation specialist. I'm curious to see how this plays out.
- We now have only one hour to train the docs for the upgrade. At the rate our time is being reduced - we will soon be asked to "train" them by osmosis. Our Administrative Director of Medicine came up with the following strategy while I was gone:
+ Pray that we have something resembling a final configuration by Thursday
+ Spend 10 minutes coming up with an outline that will cover what needs to be trained.
+ Pilot this hands-on informational session with the Pilot Clinicians during their meeting Friday. I'll probably deliver this training.
+ See how realistic this is.
+ If the above is successful - test for retention the next week (my contribution).
If the pilot clinicians "get it" within the hour - we will consider everything OK (and hope the fast-learning docs drag the slow ones with them). If the pilot clinicians balk or don't get it. - she is going to ask for more time. Since she's higher up the chain of command, maybe she'll be successful.