Change Management Strategies for an Effective EMR ... - HiMSS
Change Management Strategies for an Effective EMR ... - HiMSS
Change Management Strategies for an Effective EMR ... - HiMSS
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Chapter 1: Th e Business Case <strong>for</strong> <strong>Ch<strong>an</strong>ge</strong> <strong>M<strong>an</strong>agement</strong> 17<br />
Good News on Two Fronts<br />
1. Th ere is a social science! Th ere is a body of work, research <strong>an</strong>d<br />
subsequent publications about the hum<strong>an</strong> experience with ch<strong>an</strong>ge.<br />
Th ere are proven ch<strong>an</strong>ge m<strong>an</strong>agement strategies, tools, <strong>an</strong>d techniques.<br />
Th is isn’t folklore, hooey, or black magic. Th e tr<strong>an</strong>sition<br />
process is known <strong>an</strong>d predictable. Th ere is a ch<strong>an</strong>ge curve that<br />
describes the steps (Chapter 5, Stakeholder <strong>M<strong>an</strong>agement</strong>). And<br />
though there is no silver bullet, it isn’t rocket science. Senior<br />
healthcare executives must take the emerging profession of ch<strong>an</strong>ge<br />
m<strong>an</strong>agement/technology adoption seriously. Not underst<strong>an</strong>ding it<br />
is no excuse <strong>for</strong> ignoring it. Th at is far too expensive <strong>an</strong> option.<br />
“”<br />
Quote<br />
“Not everything that c<strong>an</strong> be counted counts, <strong>an</strong>d not everything that<br />
counts c<strong>an</strong> be counted.”<br />
-Albert Einstein<br />
2. All people go through tr<strong>an</strong>sition when ch<strong>an</strong>ge—good or bad—<br />
happens, in both their personal <strong>an</strong>d professional life. You c<strong>an</strong>’t<br />
avoid it. Th e wonderful thing is if you learn about ch<strong>an</strong>ge <strong>an</strong>d<br />
tr<strong>an</strong>sition at work, it will improve your personal life. Th is is one<br />
of the times to “try this at home!” We’re all hum<strong>an</strong>—at work <strong>an</strong>d<br />
at home. So treat your people as the hum<strong>an</strong>s they are, <strong>an</strong>d avoid<br />
some predictable expense <strong>an</strong>d diffi culty. Lead your org<strong>an</strong>ization<br />
to a successful outcome, <strong>an</strong>d speed up the process by treating your<br />
staff as customers fi rst.<br />
Don’t make the mistake of glossing over the critical hum<strong>an</strong> aspects<br />
of ch<strong>an</strong>ge. Hire experts <strong>an</strong>d fi nd the emotionally intelligent people in<br />
your org<strong>an</strong>ization who w<strong>an</strong>t to participate. And remember, you c<strong>an</strong><br />
install technology without your people, but you c<strong>an</strong>’t fully implement<br />
<strong>an</strong>d achieve return on investment without them. Consciously choose<br />
to move fear <strong>an</strong>d resist<strong>an</strong>ce to trust <strong>an</strong>d adoption. It’s a case of pay<br />
now or pay later. If you wait until later, it will always cost more. Technology<br />
Adoption is expensive but not as expensive as trying to gloss<br />
it over <strong>an</strong>d then having to undo the damage. When failure happens, it
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