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5. Managing Success: An Information Systems Dilemma at Great Plains Health Care 53of individuals from all sides of the debate and a facilitator who has no stake in theoutcome. The advisory group needs to be given a time frame for the formulation ofrecommendations. During this time frame, the prior physician’s division IS steeringcommittee and the regional physicians advisory board need to disband until theseissues are resolved in an effort to unify efforts.The advisory group membership needs to include:• Two employed physicians. These two would represent the concerns that theemployed physicians have expressed about having the affiliates see their data. Theycould also deal with the contractual matters related to the “carrot” of exclusive accessto Great Plains IS.• The western regional director of medical informatics. He is the one who has thehighest stake in the decision. It has been a project he has championed for some timenow.• The regional manager of IS. She is the only one who has viewed the issue from bothsides of the fence. She may be able to rationalize each of the arguments better thanthe others.• Two affiliated physicians from the western region. These two could represent theaffiliated side of the argument and also represent the network from the westernregion.• A neutral facilitator.In order for the group to break the previously established patterns of competitionfor resources, the use of an unexpected strategy might prove helpful in moving towardcollaborative problem solving among professionals that is based on mutual values andideals. The advisory group, with the help of available historical data, needs to examinespecific case reports that illustrate the flow of information throughout the region.Thesespecific case examples should be analyzed to determine how data flow can be bestmanaged to maximize patient satisfaction, maximize the quality of patient care outcomes,maximize healthcare provider work flow efficiency, and maximize the efficiencyof healthcare delivery.When a consensus is reached regarding information flow, the advisory group candesign strategies for implementation and address specific concerns. The implementationstrategies need to address issues such as changes in access options, the cost to itsusers, financial benefits, security and confidentiality, and a structure to support ongoingmaintenance of the agreed-on recommendations.By creating a process that enables this group of professionals to focus on objectiveevidence, jointly shared patient care standards, and specified outcomes, it is hoped thatthe group will emerge with a broader perspective of data management across theorganization. From this shared perspective, a solution will begin to emerge that willultimately evolve into a group consensus on how data management processes can beimproved to support the defined objectives. Once these processes are defined, they willprovide a framework for the advisory group to utilize when making recommendations.
Section IIIImplementationIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Jonathan S. EinbinderChapter 6Bar Coding: It’s Hard to Kill a Hippo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Margaret Keller, Beverly Oneida, and Gale McCartyChapter 7Developing an Emergency Department Information System . . . . . . . . . . . . . . 69Duncan Belser, Dominik Aronsky, David M. Dilts, and Jose FerreiraChapter 8Implementation of OpChart in West Medical Building . . . . . . . . . . . . . . . . . . 81Nathan R. Hoot and David L. SandersChapter 9Development of the Scientific Computing Center atVanderbilt University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Lawrence FuChapter 10Early Implementation Problems of an Integrated Information System Withinthe White Mountain University Health System . . . . . . . . . . . . . . . . . . . . . . 101Gabrielle N. Ciesla, Joseph J. Connor, Thomas H. Dudley, Jr., andMichael L. KeensChapter 11Implementation of a Web-Based Incident-Reporting System at LegendaryHealth System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114Sylvia Bae, Samone Khouangsathiene, Christopher Morey, Chris O’Connor,Eric Rose, and Abdus ShakilChapter 12Managing Change: Analysis of a Hypothetical Case . . . . . . . . . . . . . . . . . . . . 121Joan S. Ash, James G. Anderson, Paul N. Gorman, Rita D. Zielstorff,Natalie Norcross, Jody Pettit, and Patricia Yao
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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
Page 20 and 21: Introduction 3and informatics stude
Page 22 and 23: Introduction 5Leaders have differen
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Page 32 and 33: Section IIOrganizational ChangeIntr
Page 34 and 35: Introduction 17The Magnificent Seve
Page 36 and 37: Introduction 19reducing barriers to
Page 38 and 39: 2The Web Center: A Case Study inStr
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Page 52 and 53: 3. Computers for Kids: Not All Fun
Page 60 and 61: 4Managing ChangeJonathan Becker,Roy
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Page 66 and 67: 5Managing Success: An InformationSy
Page 68 and 69: 5. Managing Success: An Information
Page 72 and 73: IntroductionJonathan EinbinderIn he
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Page 76 and 77: 60 Section III. ImplementationHow D
Page 78 and 79: 62 Section III. Implementationflow,
Page 80 and 81: 6Bar Coding: It’s Hard to Kill a
Page 82 and 83: 6. Bar Coding: It’s Hard to Kill
Page 84 and 85: 7Developing an EmergencyDepartment
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Page 96 and 97: 8Implementation of OpChart in WestM
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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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Section IVEconomicsIntroduction . .
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Weak Accounting SystemsIntroduction
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Introduction 139often overran estim
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Introduction 141TABLE IV.1. Example
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144 Section IV. EconomicsTABLE 13.1
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146 Section IV. EconomicsTABLE 13.2
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148 Section IV. Economicsfor an ove
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14Catch 22: The Case of Utilization
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152 Section IV. Economicslonger or
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154 Section IV. EconomicsFor a new
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156 Section IV. Economics7 minStart
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158 Section IV. Economicswork lists
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15Antimicrobial Utilization Program
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162 Section IV. Economicspharmacy.
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164 Section IV. Economicsdifficult.
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166 Section IV. Economicsone area,
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168 Section IV. EconomicsAccording
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16Central Medical Healthcare System
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172 Section IV. Economicsimproves p
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17Building Consensus: QualityImprov
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176 Section IV. Economicsstaff time
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178 Section IV. Economicsing progra
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180 Section IV. Economics2. What pa
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182 Section IV. EconomicsThis appro
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184 Section IV. EconomicsCITC shoul
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Section VLeadershipIntroduction . .
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Introduction 189According to resear
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18Strategic Informatics: Planning f
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OptionsOption 118. Strategic Inform
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18. Strategic Informatics: Planning
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19Fix Pharmacy!Jim Carpenter,Tadaak
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20Showdown in the Heart of TexasRob
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20. Showdown in the Heart of Texas
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21Mission Valley Medical CenterPhys
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21. Mission Valley Medical Center P
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22. The DNA Donation Project 215dep
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22. The DNA Donation Project 217Que
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23. Who’s in Charge? 219• Conve
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23. Who’s in Charge? 221Questions
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IntroductionWendy McPheeRecently I
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226 Section VI. Organizational and
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24The Chief Resident’s DilemmaSte
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24. The Chief Resident’s Dilemma
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25Death of a CommitteeRobert Hallid
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25. Death of a Committee 235staff s
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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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