| Medical practices that successfully adopt electronic | | | | will be resistant to the change. The intuitive |
| medical records systems see more efficient | | | | response is to train the naysayers first, figuring if |
| operations, greater profits and better patient care. | | | | they can be converted the rest of the office will |
| In some cases, adoption is more difficult than it | | | | follow. |
| needs to be, and most often it's because the | | | | In reality, these people just see the worst |
| office doesn't receive the training it needs to use | | | | aspects of the change. A hundred things can go |
| the new system. | | | | right but they will likely focus only on the one |
| Schedule Plenty of Training Time | | | | thing that goes wrong. No matter what happens, |
| A fully-featured EMR system is not a simple | | | | they will see it as proof they were right and may |
| system to learn. While the benefits will be well | | | | drag everyone else down. |
| worth it, it does take time to get everyone up to | | | | The first training class should be the people who |
| speed on all the attributes of the system. Training | | | | are excited by the EMR system. Training will start |
| should be more than a twenty minute group | | | | off on a positive note and the momentum of |
| session the morning the EMR system goes live. | | | | their enthusiasm shouldn't be underestimated. In |
| When staff and doctors are properly trained on | | | | the end, the negative people will probably still be |
| the system, they use it with more confidence. | | | | just as negative but everyone else will be happier. |
| They make fewer mistakes and get less | | | | Train Everyone |
| frustrated. It contributes to a more positive | | | | Don't let the resistors refuse to use the system. |
| experience and faster adoption. It also minimizes | | | | Everyone should employ the system or the |
| any negative effect the initial learning period will | | | | problems that will arise from the disorganization |
| have on patient care. | | | | will bring the office to a standstill. |
| Offices might consider under scheduling | | | | Insist that the entire office be trained on and use |
| appointments on the first day of use so office | | | | the EMR system. With a positive approach to |
| personnel have the best chance to get used to | | | | training, office staff is more likely to be eager to |
| the new system. If the practice can manage it, a | | | | learn to use it. You may even want to consider |
| few days of light appointments is a good way to | | | | offering prizes or giveaways to those who find |
| ease into the software before having to use it on | | | | creative ways applications for ways to utilize the |
| a busy afternoon. | | | | system for your practice. |
| Train the Most Enthusiastic First | | | | Training is a vital part of successful EMR system |
| Reaction to the new EMR system will range from | | | | adoption and should be part of the overall |
| being excited over the new toy to being | | | | strategy of a practice's conversion to electronic |
| convinced the software spells the practice's doom. | | | | medical records. |
| No matter how much you prepare people, some | | | | |