Change Management Strategies for an Effective EMR ... - HiMSS

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Chapter 1: Th e Business Case for Change Management 9 CIO Perspective “I’ve I’ve been in healthcare IT a long time and IInow now realize it’s all about change management. What was considered soft is now hard. We know so much more about how to install technology—it’s technology—It’s the people part we don’t know well yet, and so it’s hard. hard.” J. Scott Scott Joslyn Joslyn CIO MemorialCare Long Beach, CA Remember that change is a personal experience. It is also local and individual. And it’s hard—even when it’s self-imposed and positive. Th ere are no shortcuts. People have to go through the process of change in much the same way that we move through the stages of grief. 2 It can’t be avoided or skipped. You can measure twice and cut once, or you can cut now and then do costly remediation later. Either way, you can’t avoid the expense or time required for real change to occur. “” Quote “No man can think clearly when his fists are clenched.” - George Jean Nathan SYSTEMS PERSPECTIVE Experienced technology adoption professionals embrace a systems perspective when given the assignment to drive performance, manage perceptions, and increase the utilization of new and existing technology. A systems approach is the ability to see the big picture and address the interrelationships among the variables within the fabric of
10 Change Management Strategies for an Eff ective EMR Implementation the organization and infl uence the combined impact these variables have on organizational eff ectiveness. As each variable has the power to infl uence the outcome of any intervention, behavior change is oft en not sustainable because variables tend to work against one another. Eff ective technology adoption strategies account for this interrelationship/interdependency and aim to bring these variables into alignment as a means for driving sustainable results. Figure 1-2 introduces the Organizational Fabric Model, which highlights the six primary threads (or variables) that are interwoven in the fabric (or culture) of an organization. Th e model suggests that all six threads must work in concert to successfully shape the organizational fabric. A well-woven technology adoption plan strategically manipulates these threads to infl uence desired change. A poorly woven plan, in which a thread or combination of threads is not accounted for, leads to disaster or, by way of analogy, will hit a snag down the road. Depending on the fl exibility and durability of this fabric, a snag can result in a huge hole that detracts from the overall strength of the intervention. Th e intent of the Organizational Fabric Model is to stress how important it is to understand the future state, recognize how each variable or combination of variables will come into play, and develop a sound technology adoption program that appropriately infl uences this set of variables to reshape the fabric or culture, so desired change can actually take place. Key Point Fundamentally, culture is “the way we do things around here.” Th e Organizational Fabric Model will be revisited in subsequent chapters as each thread or variable is explored in further detail. For now, we reiterate that technology adoption strategies must not rely on only one or two threads to drive behavior change. Sustainable outcomes result from an organization’s ability to leverage the combination of all six threads, working in concert, to create an environment for success.
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