| 'Buy-in' from your employees is a factor in | | | | clearly better alternative. Otherwise, people won't |
| implementing big changes. Managing and having a | | | | use it. |
| positive influence on the staff is one of the most | | | | * Ownership |
| important elements in the implementation of an | | | | Group leaders have ownership over different |
| EMR (Electronic Medical Records) system. | | | | elements of the projects. These members have |
| Executive search firm Korn/Ferry International | | | | better cred with their subordinates, in comparison |
| states that one of the biggest mistakes when | | | | to the doctors. These core individuals should be |
| execs join a company or implement changes, is | | | | first trained, then taught to train others in the |
| that they fail to recognize the existing culture in | | | | practice. |
| the corporation or office. For example, a | | | | * Communication |
| controlling manager enters a company which | | | | Keep the dialogue channels open, encouraging |
| utilizes a more collaborative system, which leads | | | | feedback at every step. Keep a plan with a |
| to struggles and resistance. It is preferable to find | | | | sequence of actions. Make sure the staff has the |
| ways to adapt into the pre-existing culture of the | | | | necessary information and is involved in the |
| office, to assist with the staff's acceptance of the | | | | implementation process. |
| shift from paper-based record-keeping to EMR. | | | | * Assess |
| Planning is Key | | | | Identify the top values, perceptions, beliefs and |
| Proper planning and the ability to make minor | | | | potential sources of resistance when assessing |
| adjustments while en route is a great way to | | | | the cultural landscape. At times people are set in |
| evade the necessity of completely pulling the plug | | | | their ways; for example, the physician who is |
| on an EMR project. This often incurs sizable | | | | unable to check email, or the assistant who |
| monetary consequence for a particular practice. A | | | | doesn't like to use a computer mouse. |
| great tool to make use of during a transitional | | | | * Explicitly address the culture |
| phase of significance is the "change management" | | | | People should gradually learn new skills, in small |
| concept: undergoing change in a pre-planned and | | | | steps. This will enable them to learn more about |
| systematical way. | | | | using computers, including hardware, applications, |
| Below find ten important factors in change | | | | and more advanced systems such as EPM |
| management which are adaptable for EMR | | | | practice-management software - finally leading up |
| system implementation: | | | | to EMR. Unless you're able to get the more |
| * Acknowledge the human aspect | | | | resistant doctors involved, they could pose |
| There will be change and this could cause anxiety. | | | | problems or delays. |
| Without 'buy-in' from employees, a new system | | | | * Expect the unexpected |
| will probably become a failure. | | | | Problems will surely crop up. Events may cause a |
| * Begin at the top | | | | delay in the 'live' date of conversion onto the |
| It's particularly important for top staff members, | | | | updated system. Tthere will be ripple effects |
| including doctors and admin, to get on board. | | | | which can be better managed with the right |
| Among the physicians, a 'champion' is required; | | | | flexibility in planning by the committee. |
| that is, a doctor who is committed to realize this | | | | * Be clear in speaking to every individual |
| project through to completion, hopefully someone | | | | What is to be expected from everyone must be |
| savvy with technology but not over-optimistic. | | | | clearly understood. Confidence is good, as not to |
| * Every layer needs to become involved | | | | the point of being unrealistic. When problems do |
| Set-up an employee committee which will develop | | | | arise it is helpful to be able to counter the fears |
| proposals to be delivered to the physicians. These | | | | of the staff members. |
| committee members should be the people who | | | | In cases of EMR systems failing, often it has |
| will be utilizing the EMR system, such as admin, | | | | much to do with improper planning, inadequacies in |
| business office, and assistants. | | | | implementation, or software deficiencies. The |
| * Formally present your case | | | | changes occurring on the cultural side will show |
| A need for change will be questioned by the | | | | this to be especially true. Planning the integration |
| status quo. You'll need a written statement of the | | | | into a particular practice before doing the actual |
| vision, explained so that the how, who, what and | | | | program install will be time well spent. This will |
| why of the change to EMR is fully described, with | | | | have an ultimate effect on the bottom line. |
| proof that the move to a paperless system is a | | | | |