Implementation of Assistive Technologies and Robotics in Long-Term Care Facilities: A Three-Stage Assessment Based on Acceptance, Ethics, and Emotions

Abstract

Assistive technologies including assistive robots (AT/AR) appear to be a promising response to the increasing prevalence of older adults in need of care. An increasing number of long-term care facilities (LTCFs) try to implement AT/AR in order to create a stimulating environment for aging well and to reduce workload for professional care staff. The implementation of new technologies in an organization may lead to noticeable cultural changes in terms of social interactions and care practices associated with positive or negative emotions for the employees. This applies especially for LTCFs with high rates of vulnerable residents affected by increasing care needs and specific ethics in nursing and cultural rules within the setting. Thus, systematic consideration in leadership management of emotions and ethical aspects is essential for stakeholders involved in the implementation process. In this article, we explicitly focus on the emotions of the employees and leaders within LTCFs. We relate to direct consequences for the organizational well-being and culture, which is of course (indirectly) affecting patients and residents. While aspects of technology acceptance such as safety and usefulness are frequently discussed in academic literature, the topic of emotion-management and ethical questions during the organizational implementation process in LTCFs received little attention. Emotional culture entails affective values, ethical norms and perceptions of employees and further investigation is needed to address the importance of transformational leadership during implementation process. For this purpose, we developed a three-staged assessment tool for implementation of AT/AR in long-term care institutions. Acceptance (A), ethical acceptability (A) and emotional consequences (E) are considered as comprehensive assessment, in which emotional consequences comprise management aspects of transformational leadership (T), emotion-management (E) and organizational culture (O). Based on AAE and TEO, this paper presents an integrated framework illustrated with a illustrative example and aims to combine established approaches with ethical insights in order to unfold potentials of AT/AR in LTCSs.

Beyond Plan-Do-Study-Act cycle – staff perceptions on facilitators and barriers to the implementation of telepresence robots in long-term care

“…Dyb et al [ 8 ] suggested a more in-depth exploration of staff’s visions would facilitate technology planning and implementation. Franke et al [ 9 ] stated the importance of exploring the role of leadership in technology implementation. Having frontline staff to facilitate quality improvement with a lack of training and support from the management level was associated with the failure of the change process [ 7 ].…”

Robotics in Manufacturing: A Review of Advances in Automation and Workforce Implications

“…The potential loss of jobs in certain sectors requires careful consideration of workforce transition strategies, including upskilling and reskilling initiatives. Ethical deployment of robotics involves a commitment to supporting affected workers through periods of transition (Franke et al, 2021) [23] . Ensuring the safety of human workers collaborating with robots is paramount.…”

Beyond Plan-Do-Study-Act cycle – Staff perceptions on facilitators and barriers to implementation of telepresence robots in long-term care

“…To facilitate successful implementation and integration of technological innovation in a complex healthcare environment, factors of multiple levels (e.g., patients, organizational, and policy levels) need to be considered systematically (8). Some factors affecting the implementation of evidence-based practices like safety, social justice, usefulness and appropriateness, and user impact were studied (9). However, there are factors of implementation that have not been fully explored, e.g., perspectives of frontline staff and leaders (6).…”

“…Dyb et al (10) suggested that a more in-depth exploration of staff's visions would facilitate technology planning and implementation. Franke et al (9) stated the importance of exploring the role of leadership in technology implementation. Having frontline staff to facilitate quality improvement with a lack of training and support from the management level was associated with the failure of the change process (6).…”