EHR Transition Management Plan
Acme Medical Center is implementing a new electronic health record (EHR), converting from a sumamry system. Dana is the nurse manager of the orthopedic department which clusters outpatient, inpatient, and rehab services via product line management. In preparing her implementation plan for the new EHR, Dana anticipates several different employee responses to the change:
Kevin RN and Nancy RN are very enthusiastic about the new EHR and are very comfortable using technology.
Bob RN always resists change and avoids going to training until the last minute. He can use technology effectively but usually employs workarounds instead.
Sherri RN sometimes mimics Bob’s behavior but mostly goes with the flow. She has difficulty using technology and requires much support during transitions.
Dr. Phillips is the program director but plans to retire next year.
EHR Transition Management Plan
Dr. Wilson was a new physician to the program last year, but already admits more patients to the service than any other doctor. He also uses all the services of outpatient, inpatient, and rehab.
explain how Dana could utilize the theory you selected for your project to anticipate the transition to the new EHR. Dana wants to involve all the staff and physicians in the project. What activities could Dana assign to each person? Dana knows that unanticipated problems could arise during the transition, such as a power outage. How would your selected theory explain each persons’ reaction to such an event?
EHR Transition Management Plan
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How can Dana utilize a change theory for the EHR transition?,
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How can Dana involve all staff and physicians in the implementation process?,
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What roles or activities could Dana assign to each team member?,
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How might each individual react to an unanticipated problem like a power outage?,
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How does the selected theory explain employee reactions during change?
Comprehensive General Response:
To manage the transition to a new electronic health record (EHR) system, Dana can apply Lewin’s Change Management Theory, which involves three phases: unfreezing, changing, and refreezing. This model helps anticipate staff responses, guide them through transitions, and reinforce new behaviors once changes are adopted.
Utilizing the Theory:
In the unfreezing stage, Dana should communicate the necessity and benefits of the new EHR system. She should explain how it enhances patient care, improves documentation accuracy, and streamlines workflow across inpatient, outpatient, and rehab services. This phase is critical in addressing resistance and creating motivation for change.
In the changing stage, Dana initiates training and hands-on sessions. Staff are encouraged to practice using the new EHR in real scenarios. Open communication is key, allowing feedback and questions.
In the refreezing stage, Dana reinforces the adoption of the EHR system by recognizing success, addressing ongoing concerns, and adjusting workflows permanently.
Involving Staff and Assigning Roles:
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Kevin and Nancy (Tech-Savvy & Enthusiastic): Assign as super users or peer trainers. They can mentor colleagues and help troubleshoot issues.
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Bob (Resistant but Skilled): Involve him in workflow testing or feedback panels to increase his sense of control and accountability. Gradually encourage earlier engagement.
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Sherri (Needs Support): Pair with a super user like Nancy for guided learning. Offer extra support sessions and positive reinforcement.
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Dr. Phillips (Retiring Soon): Include in early planning but limit training intensity. Ask for feedback on process impact and involve him in mentoring younger staff.
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Dr. Wilson (Engaged & High-Use): Utilize as a clinical champion. His usage of all service areas makes him ideal to model success and promote buy-in across departments.