Abstract

On the basis of experiences from the Faroese large-scale implementation of integrated healthcare information systems and insights into dynamic aspects of trust, we offer the following lessons learned for the successful management and recovery of trust (breakdowns) in large system implementations: restore relations by turning towards face-to-face events and procedures, assure a well-functioning and available support organization, demonstrate trust in actors to enhance their own self-confidence and celebrate successes, even the smallest or ones injected by yourself. The propositions are based on a 6-year longitudinal qualitative case study and analyzed using critical incidents and content analysis. The propositions were discussed in a seminar with project participants. Finally the findings are challenged and sharpened and suggestions for further research are given.

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