# Organizational Readiness for Change in the Era of Smart Hospital Wards: Qualitative Study of Health Care Workers’ Insights

## TL;DR

This study explores how healthcare workers feel about implementing smart hospital technology, highlighting what helps or hinders their readiness for change.

## Contribution

The study identifies six subthemes influencing organizational readiness for smart hospital wards, offering actionable insights for successful implementation.

## Key findings

- Participants viewed the initiative as valuable but identified unclear timelines and inconsistent training as barriers.
- A strong innovation culture and transparent communication were seen as key enablers for adoption.
- Staff concerns included overreliance on technology and its impact on clinical judgment.

## Abstract

Technology is rapidly reshaping conventional hospital environments into smart spaces, enhancing care, improving clinical workflows, and reducing workloads. However, successful implementation depends not only on the effectiveness of the technology but also on organizational readiness for change.

This study aimed to identify the key enablers and barriers to readiness for change for a smart hospital ward initiative.

We conducted a qualitative study to gauge organizational readiness for change for a smart ward initiative. Using purposive sampling, we captured diverse views from clinicians, IT staff, operational support staff, and health care redesign staff. Data were coded deductively under 3 key domains in Weiner’s theory of organizational readiness: change efficacy, change commitment, and contextual factors. Subthemes were derived inductively under each domain.

We interviewed 19 participants, including clinicians and support staff. Six subthemes emerged: (1) perceived valence and feasibility; (2) transparency and trust in management; (3) shared understanding and readiness to act; (4) resources, training, and staff capability; (5) innovation culture; and (6) past experiences. Participants viewed the initiative as valuable and were motivated to change, citing that the institution’s innovation culture was a key enabler. However, there were key barriers, including unclear timelines, inconsistent training, limited resources, and a lack of infrastructure to support innovation. Concerns about overreliance on technology were also prominent, with staff wary of its impact on clinical judgment and system reliability.

Enabling readiness for the smart ward initiative requires transparent communication of timelines and project awareness, particularly for ground staff, the development of training frameworks, and adequate prioritization of innovation. Alleviating commonly reported technology concerns, such as overreliance, loss of human touch, and system reliability, will also be key to adoption and sustainability.