FEATURE – TECHNOLOGY IN LAS
People Need Technology and Technology Needs People By Gennifer Caesar, BS, ALAT
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lthough common misconceptions about technology adoption in the laboratory animal research community can typically boil down to resistance to change in organizational culture or financial constraints, these aren’t the only ones. It is common, even as individuals, to get excited about technology without fully realizing that it will only improve something for you if you know how to use it to your advantage. Lines wrapped around buildings for miles, social media posts buzzing, and thousands of pre-orders to reserve your spot whenever the newest tech is announced. Let’s face it: our society goes into a frenzy awaiting the launch date when the newest tech item is set to be available. We are sold on all the great new capabilities and how this new tech will assuredly improve our lives. Now while that may be true to a small degree, often, users will not be able to enjoy all the tech has to offer without a learning curve. Simply possessing tech does not make an individual more efficient, more organized, or data driven. Owning a smartwatch or the latest mobile phone does not automatically change your life without significant knowledge of the functionality of the tech and how you intend to use it. These attributes are gained and built upon either trial and error or investing time into learning the tech. So, when we think about adopting new technology or digital solutions, a very important piece required for success is often overlooked: the human component. A tool is only as powerful as the individual that wields it. Investing in people is the only way to ensure the successful adoption of any digital initiative. In the laboratory animal research industry, technological advancements have changed the way vivarium facilities operate as well as how research is conducted. From large digital cage-washing systems that heat up to the exact temperature for efficient decontamination to digital booking platforms that allow researchers to effectively plan out space for their experiments, technology has affected research operations for the better. However, with the adoption of these new technologies, their success weighed heavily on how well the staff and operators were prepared, trained, and involved with the new process. Strategic planning and implementation should always include a business culture and process initiative to be ready for any new technology adoption. Starting out, an organization should be aware of its “why.” Why is the new technology needed, followed by, “What problem will it help solve?” When the questions of what and why are clearly defined, it gives a foundation to then develop a strategy for the end-users. Key components of a business culture & process initiative should include: 1. Evaluation of current processes: To change how a process is done, it should be fully understood how it is currently com28 Laboratory Animal Science Professional January 2023
pleted. For instance, if you want to change the animal order process from a paper form to a digital process, you must know all the stages to complete the form as well as who is involved with the approval. 2. Established team to lead initiative: Depending on your program size and available resources, developing a team of staff to lead the initiative may be the most beneficial. In the previous animal order example, the individual responsible for overseeing and approving animal orders regularly would be the ideal candidate for leading the digital initiative. Teaming them up with the project manager would be beneficial because they know all the nuances of the process and would be able to provide the best feedback for training and piloting the new process. 3. Timeline for piloting processes: A clearly defined timeline for training and piloting processes will help keep initiatives on track. Creating benchmarks with a time component helps to evaluate what changes are needed faster and reach the launch date on time. For example, if the animal ordering initiative had a goal of 6 months to implement, the team could properly schedule time for each stage to test, assess, and re-evaluate as needed. If no timeline is defined, a project that should only take 3 months could end up taking 6 months or more, eating up time and resources. 4. Development of SOPs: Once a process has been tested and evaluated, creating documentation as guidelines is crucial. SOPs define a process step-by-step to ensure successful completion and serves as a resource to users, new and existing. They also serve to eliminate “single-super users,” which is the individual who happens to be the only one who knows how to complete or teach a specific task or process. Remember these key components when starting the adoption of a digital solution, and prioritizing the readiness of staff, as well as involving them in the adoption of the new technology, will help to ensure a successful implementation. Gennifer Caesar, BS, ALAT, is the founder and Chief Digital Transformation Consultant for Vivalytics Consulting in Las Vegas, NV.