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110 Section III. ImplementationHowever, in stage 4, which has a centralized organizational structure, the objectiveis for the organization to move to an integration of systems. An IIS fits this organizationalstructure best.The conflict present at WMUH stems from individual departmentscontinuing to seek the best IS for their needs without regard for the institutional informationalneeds.4. Communicating the PlanThe opinion leaders may support the system, but they are not adequately communicatingand marketing this support to other staff members. The best way to deal withthe time concerns is by communicating the reasons behind the implementation timeline.Items to consider for improved communication include the following:a. Inform end users about system expectations.b. Include end users in communications and decisions regarding changes.c. The end user must be committed to the success of the system.d. The leaders must support the system and push or pull through various times ofsuccess or failure.e. End users must “see and know” results rapidly.The scheduled phase planned for implementing the clinical phase of the project is adifficult situation for WMUH. The leadership could begin with the end users andchange processes so that when the information system is introduced, it is an easy transition.Time could be used as a benefit instead of being viewed as a risk. The opportunityto communicate and inform the users, coupled with seeking their input, could helpeliminate the fears end users may have about the system.5. Change Management Plan—Physicians Continue to Feel Left Out of the LoopLorenzi and Riley 4 describe a five-stage model for change management that serves asa foundation for organizational development.a. Assessmentb. Feedback and optionsc. Strategy developmentd. Implementatione. Reassessment.The assessment phase is represented by an informational component that informsthe organization of the proposed change (process).Also included in this phase is a componentof information gathering whereby user perceptions, concerns, and suggestionsare collected. The feedback and options phase represents the analysis of collected datawith the presentation of data to the organization’s decision-making (administration/board of directors) level. Implicit in this phase is the ability of the organization to learn(and therefore change) from the information collected. The strategic developmentphase represents the level of effecting processes. The implementation phase refers toactual implementation of the process, and the reassessment phase allows for postimplementationassessment and feedback.Other factors to be considered by an organization include:a. Determining the level and type of change to be considered.b. Defining the organization’s structure and its impact on the process.c. Defining and understanding the organization’s cultural and political philosophy.