Workplace learning essential for healthcare digitalization

Camilla Gjellebæk explores the conditions necessary for successfully digitalizing municipal healthcare services.

With an aging population and increasing pressure on healthcare resources, it's clear that parts of the sector need to be digitalized to meet future demands and maintain the quality of care we expect. Doctoral researcher Camilla Gjellebæk believes this is essential. In her dissertation, "Organizing for workplace learning in the digitalization of municipal healthcare services," she stresses the importance of integrating learning into the everyday routines of healthcare professionals.

– In the past, it was possible to send staff to external courses. But today, given the limited resources, that’s no longer realistic. We need to be more strategic about incorporating learning into daily work, says Camilla Gjellebæk, Ph.D. candidate in Informatics with a focus on work-integrated learning.

With a background as both a nurse and a project manager in healthcare digitalization, Camilla brings personal experience to the area she now researches.

– The biggest challenge is the lack of time, but deeply rooted traditions in healthcare also play a role. Historically, the expert-novice model has been common, where experienced staff train newcomers. However, with today’s resource constraints and the rapid development in digital technology, this approach is no longer viable. Knowledge must now be developed collectively, as no one person holds all the answers, she explains.

A lack of structured learning

Camilla's doctoral thesis is based on two studies and employs a qualitative research approach. In the first study, she conducted focus group interviews with leaders and employees in municipalities across Sweden and Norway. The discussions centered around their experiences with digitalization in healthcare, the challenges they faced, and what they needed to successfully implement digital technology.

– The main takeaway was that organized learning was limited. Staff were often just introduced to the new technology with minimal instruction, and no time was set aside for proper learning. It’s not enough to know which button to press; a shift in the overall way of working is required, says Camilla.

Many employees felt that their motivation was undermined by the perception that the technological solutions did not reflect their or their patients' everyday realities. Some also viewed digitalization primarily as a cost-cutting measure by management, rather than as a tool to improve their work environment and increase patient safety.

Leaders, too, found the process challenging. Even though they were used to managing ongoing changes, they lacked a clear method for introducing new technology and simultaneously transforming work practices across the organization.

– Both leaders and staff expressed a strong need to 'learn how to learn', but there wasn’t a clear idea of how to achieve that, Camilla notes.

In the second study, a case study of an innovation project in a Swedish municipality, the results confirmed the earlier findings: To successfully digitalize healthcare services, training must be part of the regular workday. Learning should be adapted to the needs of the organization and, to some extent, to the individual. It is up to leadership to find ways to implement technology and organize learning, but this must be done in collaboration with the staff. The dissertation offers practical strategies for achieving this.

– One approach is 'scenario planning,' where management and staff work together to create potential scenarios for how their services could evolve with the use of new technology. Then, using a strategy called 'backcasting,' they assess the practicalities: Is it financially viable? Do we have enough personnel? It’s a pragmatic way to foster a mutual understanding of the challenges involved, says Camilla.

Middle managers are key to change

Another focus of Camilla’s research is the crucial role middle managers play in leading change. She highlights that these managers are pivotal when it comes to organizing workplace learning and driving the digital transformation process.

– Middle managers have insight from both the operational level and from leadership. They can act as a communication hub, conveying experiences upward and decisions downward. The goal is to create a work environment where everyone feels heard. By engaging middle managers, organizations can more easily develop a shared understanding of why change is necessary and what steps are required for the technology to be successfully adopted.

Camilla Gjellebæk hopes her research will help pave the way for smoother implementation of new digital technologies. These tools are becoming an essential part of healthcare’s future, and when used correctly, they benefit both organizations, staff, and patients alike.

– I hope my dissertation will offer practical tips and tools for those working in this field, helping them to better organize learning in their workplace and navigate the challenges they face daily, she concludes.

Contact:

Camilla Gjellebæk, Ph.D. candidate in Informatics with a focus on work-integrated learning. +4769608842, camilla.gjellebak@hiof.no