The Healthcare Manager's Playbook

If you are planning a major investment in rehabilitation technology (RT) — and “major” is the operative word, as many systems cost between $50,000 and $200,000 — it is important to also invest in its rollout. RT includes advanced rehabilitation tools such as robotic assisted gait trainers, FES cycles, and virtual reality systems, to name a few. When used effectively, RT can provide meaningful benefits for patient recovery and, over time, more than justify the expense.

However, do not expect RT adoption to be easy. You cannot simply place a new device in the gym and assume therapists will naturally begin using it. The complexity of RT — screens, logins, harnesses, electrodes, knobs, switches, buckles, adjustments, and buttons — makes adoption very different from adding a new set of parallel bars or pulleys. As an owner or leader, it can be frustrating to make a significant investment in RT only to watch it collect dust.

To help prevent your RT investment from becoming an expensive coat rack, consider the following tips:

1. Start EARLY

Begin talking about the RT long before it arrives. Add it as a standing agenda item during staff meetings. Share information through multiple modes, including videos, emails, texts, newsletters, and one on one meetings. The goal is to build familiarity and acceptance through repetition. Aim for at least five to ten touchpoints before the RT arrives. Early and frequent communication helps reduce intimidation and uncertainty.

2. Include the WHY

Explain the driving force behind the investment. Highlight the potential benefits for patients, such as quicker gains, better engagement, improved outcomes, and higher satisfaction. Therapists have different personalities and motivations, so vary how you present the information. Some may connect with patient success videos, others with detailed case studies, and some with research evidence. Plan to present it all.

3. Give SUPPORT

Learning RT can feel intimidating, especially since many therapists were not exposed to these technologies in school. Adoption requires time, energy, and a willingness to develop new treatment habits. This is where leadership involvement matters most. A word of encouragement, visible interest, and timely support can go a long way. During the early stages of adoption, provide extra time, mentorship, and hands on help. The goal is to build competence and confidence through repetition and support.

4. Provide RESOURCES

Most RT systems come with initial training, which is a great starting point. However, once the trainers leave, there is often a drop off in confidence and use. Plan ahead by building ongoing support systems. Schedule ahead practice sessions. Review training videos regularly. Create opportunities for peer learning through virtual groups, in person collaborations, or train the trainer programs. Surround new users with the tools and resources they need to succeed.

5. Eliminate OBSTACLES

Spend time identifying and removing barriers to adoption. Some therapists may be skeptical of RT, especially those who are skilled in manual techniques and patient handling. These clinicians may benefit from targeted education showing how RT can complement their treatments rather than replace them. Another common concern is the perception that RT takes longer to use than more traditional therapy approaches. While this may be true during the learning phase, efficiency often improves significantly with training and repetition. For example, what previously required three to four staff members to help a patient stand and walk may now be accomplished with one therapist using robotic gait assist technology. In addition, RT can help patients spend more time standing, take more steps, and participate in longer periods of high intensity training, all of which are important for recovery. The goal in eliminating obstacles is to make using the RT easier, more effective, and ultimately more beneficial than avoiding it.

6. Share SUCCESSES

Every change effort has early adopters, and RT is no different. Recognize and encourage these early adopter therapists. Additionally, do not let early patient wins go unnoticed. Share stories of meaningful progress, improved function, and successful outcomes. Highlight before and after examples, patient testimonials, and measurable improvements from pre and post testing. Positive momentum creates energy, builds buy in, and encourages others to join in.

7. MEASURE and give FEEDBACK

It has often been said that what gets measured gets improved. Find a consistent way to track utilization and plan to share weekly or monthly data. Having meaningful data will help you provide better feedback. For facilities or therapists with higher utilization, provide recognition and encouragement to continue. Lower utilization should prompt supportive conversations focused on improvement. If therapists are avoiding the RT, ask why. Revisit the “why” behind the investment, reinforce available support and resources, and work alongside staff to remove obstacles. Consistent feedback and follow up help keep adoption moving forward.

8. Integrate into CULTURE

Over time, RT can become part of your department’s identity and reputation. It can help differentiate your program from competitors. When RT becomes embedded into daily operations, sustaining high levels of utilization becomes much easier. To help support this level of integration, consider incorporating RT competencies and participation into annual reviews and department goals.

Rehabilitation technology can play an important role in helping patients achieve their goals and improve outcomes. However, there is often a significant adoption curve that, if underestimated, can undermine even the best RT investment. Hopefully these tips will help you better prepare for a successful RT rollout. Change can be challenging, but when it helps patients improve their lives, it is well worth the effort.

About the Author: Shane Haas serves as the Director of Clinical Informatics at Ernest Health, a leading provider of inpatient and outpatient rehabilitation. He enjoys learning and sharing leadership and management principles. His backgrounds in Physical Therapy (UF ’96) and Industrial Engineering (TTU ’02) provide a balanced heart and head perspective that shapes the Healthcare Managers’ Playbook.