5 tips to determine how technology can support your doctors

AMA News Wire

5 tips to determine how technology can support your doctors

February 24, 2025

Technology offers promising for those who solve logistical problems in medicine, improve honorary user -friendliness and support doctors and other members of the health professions by enabling their ability to maintain patients. The change in technology is a process that, according to clinical computer science experts, encompasses many important but decidedly unglamorous steps.

Margaret Lozovatsky, MD, Vice President of Digital Health Innovations at the AMA, recently announced five important considerations – to build a governance model and agree to common priorities – in the design of the technology to support clinical practice. The presentation of Dr. Lozovatsky was part of a two-day AMA training with which doctors can remove unnecessary work and take more time to concentrate on what is most important.

“Understanding the pain points of clinics and creating a collaborative governance structure to tackle it is crucial to advance best practice and continuous improvements in the implementation of clinical technology,” said Dr. Lozovatsky. “If you do not have this basic process, this can lead to bad experiences with clinical technologies and challenges that integrate new, innovative tools into practice.”

The effective integration of technology solutions into medicine will be of crucial importance to fix the widespread doctor's burnout – a phenomenon that can address the well thought -out technology integration.

Although fewer doctors report symptoms of a burnout than during the highlight of the Covid 19 emergency of public health, too many continue to suffer. The effects on the doctors themselves, the organizations they concern them, and patient care are diverse.

As a leader in the well -being of doctor, the AMA reduces the doctor's burnout by depriving administrative stresses and providing real solutions to help doctors rediscover the joy in Medicine ™.

Here are five important snack bars from Dr. Lozovatsky's recommendations.

Change will not take place overnight, and it is better to make the right changes over time than to make the wrong changes quickly.

Before changes can be designed – what was made alone – they understood the needs and the unique character of the organization in which the technology is used. That means asking: Who uses the technology and for what purpose? What are the goals and priorities of the organization? What do we have to set a baseline to measure the future effects?

There should also be a street map for the process of demand management. The questions include:

• How do inquiries come in?
• Who will hire these inquiries?
• How are inquiries prioritized?
• How are they approved?
• How does it work through the process to make the change?
• Who checks the changes?
• How do you do the actual change management?
• What is the feedback mechanism for the stakeholders?
• How do you manage adoption/end user training?

If you ask these questions about the current state and today's existence, this will help how organizations develop their processes.

From the AI ​​implementation to Ehr -Adoption and user -friendliness, the AMA is not struggling to get the technology for doctors and ensure that it is a good for doctors -not for a burden.

As soon as it is clear where the organization is located, the next step becomes a common understanding of the priorities and goals for technology projects or changes. A place where organizations often do not agree has the permissible standardization. For example, will pediatrics and cardiology have the same solution?

Organizations have to develop a number of high -ranking guiding principles to define rules and to ensure the consistency between departments and projects.

When it comes to goals, it is important to examine a project to first determine which problem the technology aims and to examine whether this is the best way to achieve this goal. A common challenge that doctors and other members of the health professions experience is the management of glucose measurements at home, which often comes from patients in different formats such as thumb drives or spreadsheets. Many technologies were developed to address this challenge. However, many do not integrate into existing technology systems and therefore do not simplify the current process and often contribute to the stress of the clinicians.

Many of these new solutions sound great, but often have considerable costs and are not as well integrated as they tell them. The management of principles for the changeover of your organization with new technology projects helps to reduce excitement about the potential and to focus on what will work for clinicians. Understanding the clinical challenges and partnership with the technology teams to find solutions that tackle the problem and integrate seamlessly into the clinical workflow is a crucial aspect of successful technological implementations.

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It is also essential to build both a governance model and a real partnership between IT and clinical operations.

In a Governance model, the participants and stakeholders know their roles and responsibilities, which not only contributes to what changes are made, but also to take these changes. There can be confusion without this predetermined participation, and the stakeholders can decide outside their streets.

Another important aspect of governance is to create a prioritization process for projects and changes. There is more and more work than resources to do the work. A clear, transparent way to approach this is an organization for success.

Another key is to have doctors who specialize in clinical computer science and who can act as a connection between clinical operations and IT. “I often use the analogy that it is like a translator for two different languages,” said Dr. Lozovatsky. “They live in different worlds. They have different priorities and clinical computer science can close this gap. “

It is not a mystery that doctors have schedules that can rarely take up a flood of company -e -e -mails or lengthy meetings. But they have to be updated and want communication to come in real time when you need it

Creating local “experts” with additional training that doctors can search for if you have any questions can be helpful. Communication should also come from someone the doctor knows and trusts in contrast to a remote corporate figure. Several communication channels should be used, they said, and updates should be sent to regular frequency.

Doctors want to have a voice in conversation, and although not everything they ask will happen, they definitely appreciate a feedback loop.

It is important to understand that the process of changing technologies is a long, with many twists. Processes will collapse. Priorities may have to be revised. And adaptation is the key. A continuous improvement notice when implementing the technology ensures that systems develop in order to meet the changing needs of relatives and patients in the healthcare sector.

Further ideas and tools for the practice innovation can be found in the AMA striker “Saving Time: Practice Innovation Boot Camp”, March 31 – April 1 in the Chicago headquarters of the club. The conference includes topics, including the Debunking regulatory myths, the reduction in obstacles for leisure, the optimization of the Ehr -Post input and much more. Find out more and register now.

Further information on implementing AI in your practice can be found in the AMA steps forward^® Virtual learning collaboratively on the KI -Governance, which starts on April 17. Find out more and apply now.

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