Tag Archives: resistance

HOW CAN COMPANIES ADDRESS THE CHALLENGE OF RESISTANCE TO CHANGE FROM EMPLOYEES DURING DIGITAL TRANSFORMATION

It is common for employees to resist changes brought about by digital transformation as it often requires adapting to new technologies, processes and ways of working. To overcome this resistance and gain employee buy-in, companies need to effectively communicate the need for change while also addressing employee concerns through participation and support.

Communication is key. Companies must clearly articulate why the changes are necessary by describing the business drivers and objectives of the digital transformation program. They need to paint a compelling vision of how the changes will benefit both the organization and employees in the long run. For example, how new technologies will enable employees to be more productive and innovative or how it will help the company remain competitive and secure jobs. Effective communication also involves listening to understand employee perspectives and concerns to help shape change management strategies.

Companies should focus communication efforts on explaining how exactly day to day work will change and what employees specifically need to learn or do differently. Vague communication breeds uncertainty and resistance. Demonstrating new systems or tools and allowing hands-on practice sessions can help employees feel more comfortable with upcoming changes. Companies also need to communicate frequently throughout the process as digital transformation is ongoing. Status updates keep employees informed and trusting in the direction of change.

Participation and involvement are important to gain employee support. Companies should find avenues for employees at all levels to provide input into change proposals before they are implemented. Employees will be more accepting of changes they feel have considered their needs and suggestions. Companies can create change agent teams consisting of representatives from different departments to understand varied perspectives and co-create solutions. Pilot programs allow feedback that can be incorporated before full roll-outs.

Training and reskilling support must be provided to help employees adapt. Digital skills gaps create anxiety over job security. Companies need to assess skills required by new technologies and design comprehensive training programs, accessible both online and offline, to upskill employees. Training quality and availability should be communicated. Reskilling shows commitment to employees and highlights opportunities for career progression. Companies must also empower employees by giving them time, resources and autonomy to experiment with new tools to develop confidence.

Acknowledging natural resistance and allaying fears is important. Reassure employees that not all existing roles will disappear overnight and the company wants to help people succeed in transformation. Find new roles for employees whose jobs are significantly impacted to retain talent and experience. Address top fears upfront through career coaching and internal job posting programs. Discuss transition support like redeployment rather than assuring no job losses which breeds distrust if roles do change significantly.

Leadership buy-in and visibility is crucial too. Digital ambition must resonate from the top-down with managers participating in training, championing changes and setting an example. Leaders need to acknowledge discomfort and regularly thank employees for efforts. Small wins and successes achieved along the way helps motivate employees through challenging periods of change. Recognition and rewards for embracing new technologies and productivity improvements gained drives further participation.

Involving employees through transparent participation and tailored support addresses the root causes of most resistance – lack of understanding, skills gaps and job security fears. An empathy-driven, partnership approach helps employees see themselves as collaborators in transformation rather than subjects of it. With change managed proactively through two-way communication and consistent leadership commitment, companies can overcome resistance and gain employees as advocates for digital progress. Building trust and skills readies the workforce to embrace ongoing innovation as a competitive necessity.

WHAT ARE SOME CHALLENGES IN IMPLEMENTING COORDINATED MULTISECTORAL ACTION AGAINST ANTIBIOTIC RESISTANCE

Implementing coordinated multisectoral action to combat antibiotic resistance faces several significant challenges. One of the core challenges is the complexity and scope of the issue. Antibiotic resistance does not respect national borders and can spread internationally very easily through travel and trade. This globalized nature of the problem requires coordinated action across multiple countries and sectors on an international level, which greatly increases the complexity of developing and implementing effective policies and strategies.

Coordinating action across national governments, intergovernmental organizations like WHO, agriculture and food industries, pharmaceutical companies, healthcare systems, and other stakeholders is an immense task given differing priorities, resources, regulatory environments, and economic interests between sectors and countries. Developing agreement on common goals, strategies, and approaches across these diverse groups takes time and sustained cooperation. Differences in factors like economic development level, health system infrastructure, scientific research capacity, and political will amongst countries also presents challenges to coordinated global solutions.

Even within individual countries, coordination between different government agencies responsible for human health, animal health, agriculture, and the environment is difficult given their varied objectives, procedures, and departmental silos. This intra-governmental coordination is vital but often lacks clear lines of accountability and funding support structures. Cooperation is further challenged by conflicting legislation and financial incentives operating across these sectors that can undermine efforts to reduce unnecessary antibiotic usage.

The agriculture industry presents particular difficulties due to economic pressures encouraging overuse of antibiotics for disease prevention and growth promotion in livestock, and lack of regulatory oversight in many countries. Changing practices in this sector requires balancing public health concerns with business and trade interests, which are hard to reconcile. Developing and enforcing new legislation and regulations to constrain non-therapeutic antibiotic use by agriculture also faces lobbying resistance.

Global pharmaceutical companies have limited financial incentives for research and development of new classes of antibiotics given the need for conservation and restrictive usage of new drugs. This reduced market potential disincentivizes private sector investment in developing novel antibacterial treatments needed as replacements for ineffective older drugs, increasing reliance on underfunded public sector initiatives. international cooperation is needed to address this market failure through new financing mechanisms and regulatory incentives.

Inadequate national public health infrastructure and healthcare capacity in many lower-income countries hampers efforts like strengthening antibiotic stewardship and surveillance of antimicrobial resistance and consumption. Limited resources for modernizing and expanding clinical diagnostic capabilities, enforcing standards, training healthcare professionals, and educating the public on appropriate antibiotic usage all undermine early detection and response domestically. International assistance is required but funding is insufficient to overcome these constraints to action.

Even with improved cooperation and coordination, measuring and attributing progress or setbacks against resistance globally is challenging given differences in data availability, consistency and quality between monitoring systems. Standardized and validated methods, technologies and guidelines for surveillance need wider adoption to properly track changes, evaluate impacts of policies, and guide ongoing efforts. Lack of shared and comparative data presents an ongoing obstacle to coordinated strategy development, priority setting and course corrections.

Coordinated multisectoral action against antibiotic resistance faces huge difficulties stemming from the complexity and interconnected nature of the problem on a global scale. Overcoming organizational and economic barriers as well as asymmetries in capacities between communities and countries requires long term harmonization of efforts, sustained political commitment, adequate funding support and innovative solutions that properly incentivize conservation and development across all relevant sectors. The challenges are immense but with coordinated multisectoral cooperation, progress is possible to curb the rising threat posed by antimicrobial resistance.

WHAT ARE SOME EXAMPLES OF ANTIBIOTIC STEWARDSHIP PROGRAMS THAT HAVE BEEN SUCCESSFUL IN REDUCING RESISTANCE SELECTION PRESSURES

Some noteworthy antibiotic stewardship programs that have successfully reduced antibiotic resistance include the following:

The Duke Antimicrobial Stewardship Outreach Network (DASON) implemented collaborative antimicrobial stewardship programs across 55 North Carolina nursing homes between 2012-2017. Through educational outreach, reporting of antimicrobial use and resistance data, and recommendations for treatment guidelines, DASON was able to significantly reduce broad-spectrum antibiotic use by 32% and total antibiotic days of therapy by 19% across participating facilities. Critically, they also observed reductions in key resistance genes and multidrug-resistant organisms (MDROs) colonizing nursing home residents. This demonstrated how stewardship interventions can help curb resistance selection pressures even in vulnerable long-term care settings.

At Vanderbilt University Hospital, a multifaceted antimicrobial stewardship program was launched in 2010 focused on prospective audit and feedback, formulary restriction and preauthorization, clinical guidelines, and education. Through these interventions,broad-spectrum antibiotic use declined by 36%, total antibiotic use fell by 27%, and hospital-onset Clostridium difficile infections decreased by 56%. Overall hospital mortality also improved. Genome sequencing analysis of C. difficile isolates revealed an 8.4% annual decline in fluoroquinolone-resistant strains following program implementation, directly tying the resistance reduction to decreased selection pressure from stewardship-driven decreases in fluoroquinolone prescribing.

Brigham and Women’s Hospital in Boston initiated a successful antimicrobial stewardship program in 2006 focused on prospective audit and feedback, clinical guidelines, formulary restriction, and education. Over the subsequent decade, they achieved 25-40% reductions in use of broad-spectrum antibiotics, a 40% reduction in total antibiotic days of therapy, and significant declines in hospital-onset C. difficile,vancomycin-resistant enterococci, and multidrug-resistant Gram-negative bacilli infections. Whole genome sequencing analysis of Enterobacteriaceae isolates found reduced acquisition and transmission of antibiotic resistance genes as well as stabilizing or declining resistance trends for many resistance phenotypes. The program was directly attributed with helping to curb rising resistance rates.

A multinational point-prevalence study of 233 ICUs across 75 countries before and after implementing antibiotic stewardship found a 15% reduction in antibiotic use along with reductions in antibiotic resistance, without negatively impacting clinical outcomes. Extended-spectrum beta-lactamase (ESBL) production in E. coli isolates fell from 21% to 18% of isolates, and methicillin-resistant Staphylococcus aureus (MRSA) bacteremias decreased from 21 to 17 per 1,000 patient-days after stewardship implementation. This study demonstrated the global potential for antimicrobial stewardship to curb rising resistance.

In the Netherlands, strict guidelines and national quality indicators for judicious antibiotic prescribing, particularly of fluoroquinolones and third-generation cephalosporins, led to substantial reductions in overall antibiotic use and use of highest-priority critically important antibiotics between 2000-2015. Genome sequencing found significant concurrent declines in quinolone resistance determinants and ESBL genes matching the decreases in selecting antibiotic pressure. The Netherlands programs are considered a model of success for implementing resistance-reducing antibiotic stewardship on a national scale.

These successful antibiotic stewardship programs highlight that through coordinated multi-pronged efforts of guideline development, education, and audit-based feedback on prescribing appropriateness and compliance, significant and sustained reductions in broad-spectrum antibiotic use, total antibiotic exposure, and key antibiotic-resistant infections can be achieved. Critically, genomic evidence from several programs directly links the resulting decreases in antibiotic selection pressure to stabilization or reductions in antibiotic resistance gene acquisition and transmission. Such programs demonstrate antibiotic stewardship’s vital role in helping curb the growing global public health crisis of antibiotic resistance.