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Section VLeadershipIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188Joan S. AshChapter 18Strategic Informatics: Planning for the Future of AtlanticHealth . . . . . . . . . . 191Peter Embi, Yun Ho Jung, Dewey Schneider, Jack Sofsky, Margaret Sundre,and Thomas YackelChapter 19Fix Pharmacy! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197Jim Carpenter, Tadaaki Hiruki, Michael Krall, and David SmithChapter 20Showdown in the Heart of Texas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199Robert Posteraro, Wilhelmina Estrada, Tim George, Julito Uy,and Sandra YeeChapter 21Mission Valley Medical Center Physicians Group Practice: The Rumor . . . . . 207Noorullah Ahktar, Mary Langdon, David O’Brien, and Ron JimenezChapter 22The DNA Donation Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214Tricia A. ThorntonChapter 23Who’s in Charge? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218Melanie Wilson, Mark Mailhot, and Ed Quick
IntroductionJoan S. AshJoe Simpson, M.D., was known as a charismatic leader. A dynamic, persuasive speaker,in his role as chief medical information officer at United Hospital he could convincethe hospital’s administrative team to move in whichever direction he wanted. Heenjoyed articulating his vision of a paperless hospital and was successful in getting thebudget needed for implementing computerized physician order entry. The onlyproblem was that he neglected to share his vision with either the information technology(IT) group or the physicians and other clinical staff whose jobs would changeas a result of the new system. While he appeared on the surface to be a strong leader,he lacked a number of key characteristics needed by a truly great leader.What, then, is a good leader? It is generally believed that good leaders getgood results, but it is important to consider the time period used for measuring results.Dr. Simpson might have been considered a good leader at the moment he securedfunding for his project, but in the long run, his efforts were bound to lead to a failedsystem implementation and organizational turmoil. Another important considerationis that leadership and management are not the same thing. Leaders create and communicatea vision, while managers implement strategies that lead to achieving thatvision. Great leaders need not be great managers, but they must surround themselveswith great managers. Dr. Simpson had a vision, but he neglected to include informationtechnology managers in that vision. Another critical consideration aboutleadership is that it does not always follow that the formally appointed leader is thetrue leader of a group. Informal leadership can be just as important. It is quite likelythat there is at least one clinician at United Hospital who has an interest in medicalinformatics and is an opinion leader, a well-respected clinician who has influence byvirtue of her clinical skills and who could also convince her peers that Dr. Simpson’svision is a good one. Instead of neglecting her, Dr. Simpson should be partnering withher.Leadership is important in all organizations, but perhaps even more so in the realmof health informatics. This is because of its complexity, its interdisciplinary nature, itsdependence on continuously changing technology and the involvement of users. In thistumultuous environment, a leader must be truly remarkable: a superb communicator,knowledgeable about both the technology and the clinical domains, able to innovateand adapt, and able to convince many different types of smart people from differentbackgrounds to work toward a vision. And excellent leaders are terribly important ininformatics because, once burned by bad leadership and failed projects, stakeholders,including users of informatics applications, are reluctant to give the next project achance.
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Health Informatics(formerly Compute
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Nancy M. Lorenzi Joan S. AshJonatha
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Robert T. Riley PhDJune 26, 1937-Ja
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Series PrefaceThis series is direct
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AcknowledgmentsMany thanks to all t
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xivContentsChapter 5Managing Succes
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xviContentsSECTION VI ORGANIZATIONA
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xviiiContributorsChristopher MoreyS
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Section ICase Studies in Technologi
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Introduction 3and informatics stude
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Introduction 5Leaders have differen
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1GEMINI: The Life and Times of aCli
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1. GEMINI: The Life and Times of a
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Section IIOrganizational ChangeIntr
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Introduction 17The Magnificent Seve
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Introduction 19reducing barriers to
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2The Web Center: A Case Study inStr
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2. The Web Center: A Case Study in
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3. Computers for Kids: Not All Fun
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4Managing ChangeJonathan Becker,Roy
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4. Managing Change 45Because of the
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4. Managing Change 47result, the st
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5Managing Success: An InformationSy
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5. Managing Success: An Information
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5. Managing Success: An Information
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IntroductionJonathan EinbinderIn he
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58 Section III. ImplementationWhat
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60 Section III. ImplementationHow D
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62 Section III. Implementationflow,
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6Bar Coding: It’s Hard to Kill a
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6. Bar Coding: It’s Hard to Kill
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7Developing an EmergencyDepartment
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7. Developing an Emergency Departme
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8Implementation of OpChart in WestM
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8. Implementation of OpChart in Wes
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9. Development of the Scientific Co
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10Early Implementation Problems ofa
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10. Early Implementation Problems o
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11. Implementation of a Web-Based I
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12Managing Change: Analysis of aHyp
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12. Managing Change: Analysis of a
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Comment by James G. AndersonAssessi
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Page 150 and 151: Section IVEconomicsIntroduction . .
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Page 156 and 157: Introduction 141TABLE IV.1. Example
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Page 164 and 165: 14Catch 22: The Case of Utilization
Page 166 and 167: 152 Section IV. Economicslonger or
Page 168 and 169: 154 Section IV. EconomicsFor a new
Page 170 and 171: 156 Section IV. Economics7 minStart
Page 172 and 173: 158 Section IV. Economicswork lists
Page 174 and 175: 15Antimicrobial Utilization Program
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Page 178 and 179: 164 Section IV. Economicsdifficult.
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Page 182 and 183: 168 Section IV. EconomicsAccording
Page 184 and 185: 16Central Medical Healthcare System
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Page 188 and 189: 17Building Consensus: QualityImprov
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Page 204 and 205: 18Strategic Informatics: Planning f
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Page 210 and 211: 19Fix Pharmacy!Jim Carpenter,Tadaak
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Page 220 and 221: 21Mission Valley Medical CenterPhys
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Page 228 and 229: 22. The DNA Donation Project 215dep
Page 230 and 231: 22. The DNA Donation Project 217Que
Page 232 and 233: 23. Who’s in Charge? 219• Conve
Page 234 and 235: 23. Who’s in Charge? 221Questions
Page 236 and 237: IntroductionWendy McPheeRecently I
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Page 240 and 241: 24The Chief Resident’s DilemmaSte
Page 242 and 243: 24. The Chief Resident’s Dilemma
Page 244 and 245: 25Death of a CommitteeRobert Hallid
Page 246 and 247: 25. Death of a Committee 235staff s
Page 248 and 249: 25. Death of a Committee 237While t
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26. Whose Job Is It Anyway? 239all
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26. Whose Job Is It Anyway? 241have
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27. All for the Want of a Plan ...
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27. All for the Want of a Plan ...
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28. Fail to Plan, Plan to Fail 247o
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28. Fail to Plan, Plan to Fail 249v
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29. Founding Fathers Health Corpora
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29. Founding Fathers Health Corpora
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Conclusion29. Founding Fathers Heal
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258 IndexChange management, (cont.)
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260 IndexHaustus, F., 171-173Hays,
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262 IndexOObservation patients, 152
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264 IndexVesalius Health System (VH
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Cancer InformaticsEssential Technol
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