Running head: ORGANIZATIONAL CHANGE PLAN: ELECTRONIC MEDICAL1Organizational Change Plan: Electronic Medical Records Implementation -Part IIITracey Renee Nichols HCS/287July 17, 2017Dr. Margaret Walker
ORGANIZATIONAL CHANGE PLAN: ELECTRONIC MEDICAL2Organizational Change Plan: Electronic Medical Records Implementation - Part IIIHealthcare organizations implement different clinical and administrative technologies to improve patient care and service delivery. In response to fluctuations in federal healthcare legislation, changing patient demographics, consumer demands, and competition many health corporations employ data systems that improve efficiency and care standards. Improving care access, quality, patient satisfaction, organizational efficiency, and minimizing waste are benefits of electronic medical record (EMR) implementation. Although staff and managers embrace the shift from paper charts to Providence’s in house EMR systems, challenges will arise. Managers will need to monitor and evaluate employee involvement before, during, and post-implementation to measure change success. Furthermore, strategies for measurement and observation of EMR effectiveness and outcomes is critical for the Partner's for Children Waiver (PFCW) program sustenance and expansion. Managers must monitor change during implementation process phases to assess what program-specific methods work well and identify problems or inefficiencies that require improvement or revamping.Evaluating Proposed ChangeA division of Providence Hospital system, Providence Hospice PFCW program must convert hard copies of patient files into electronic data and implement the use of current EMR programs. Measuring the effectiveness of the change and EMR outcomes, including staff productivity, data and work accuracies versus discrepancies will improve PFCW program efficacyand growth potential.
ORGANIZATIONAL CHANGE PLAN: ELECTRONIC MEDICAL3Determining Change EffectivenessEvaluating the success of the proposed change implementation is critical for leaders and leadership to assess employee proficiency with the EMR in the PFCW program, ease of data access, and measuring program productivity and cost savings. A productive change management protocol empowers managers to navigate the change process while mitigating employee resistance to change. Communication is essential throughout change implementationprocesses whether the change is welcome by employees or not. Communicating the benefits and needs for changing department status quo, in this case converting paper records to electronic data, is crucial for reducing resistance to change. If employees believe job security is in jeopardy as the result of the change initiative, do not feel engaged in the transition process, and have partial or incomplete information about how the change will affect job duties and roles the success of the modification is at risk (Borkowski, 2005).