Question

Training for New Computer Systems Enhances Implementation

Many health systems have been upgrading to new computer systems. If you have ever experienced this kind of change, you know that it is quite a complex process with many opportunities to derail the project. Several years ago, a local health system implemented a computer upgrade to a new electronic medical record (EMR) system. Management and administration had been preparing for this upgrade for several years. The administration allocated the necessary resources to make the implementation a success not only financially but also in terms of increasing information technology (IT) staff and training of “superusers” or champions. These “superusers” were from within the organization and from every level of the organization and were given extensive training well ahead of other users. In preparation for this change, management spent time and resources educating those working within the organization about the importance of this upgrade in achieving the mission of the organization by increasing connectivity with other health systems, maximizing reimbursement, and achieving meaningful use compliance (innovations–values fit). This pre-education enhanced the implementation climate by helping the intended users understand that the transition to an upgraded EMR was an organizational priority, thereby enhancing the implementation effectiveness. Over several months, the targeted users (nursing staff, providers, managers, front desk workers, and coding and billing personnel) were trained in preparation for the change. Target dates for the change were set, and clinic schedules were reduced to allow time for using the new system (another example of management support). Although it was a bumpy ride, the upgrade to the new computer system, as well as the implementation effectiveness, was very successful. Others may argue that the innovation effectiveness (the benefit of the new computer system to the organization and ease of use) is not quite so apparent.

Questions

1.   Who are/would (be) the champions in your organization? What qualifies them to be champions, or which qualities do they possess?

2.   When your organization has implemented a major change, did it have the benefit of a strong implementation climate? Which steps did the organization take to ensure successful implementation effectiveness? What could it have changed to improve the climate and effectiveness?

3.   How did your organization determine the success of the implementation of the new policy or innovation? Which measures were evaluated? Should the organization have reexamined the implementation or made the decision to change course? Why or why not?

Answer 1

1

Champions are competent and trustworthy
professionals who are able to influence others to adopt new and useful practices.Often times, champions are not immediately identifiable but
emerge organically by displaying certain leadership characteristics.

In a hospital, physician, nurses etc can be the champions if they possess the qualities .

• Serve in leadership capacity promoting and implementing changes that benefit staff and patients.
• Lead the quality improvement team and its efforts.
• Build consensus among staff on innovations for change.
• Ensure timely and thoughtful response to issues raised by physicians/nurses.
• Engage effectively in areas of potential conflict.
• Play the role of collaborator, to meet the needs of peers.
• Professional experience and expertise.

• Ability to communicate with wide range of staff including senior executive directors, department managers, implementation team, clinicians, operational and training personnel and also other clinical champions.
• Good communication with proven writing and presentation skills.

2.

The successful implementation of a policy or change in an organization includes five main steps : preparation, screening, action planning, implementation ,evaluation.

• Preparing the unit for the change or new policy.
• Analysing resources and support.
• Clarifying the goals and objectives.
• Establishing an organizational infrastructure.
• Identifying the risk and problems and managing the same.
• Promoting team building and empowerment.
• Setting guidelines.
• Proper education about the implementation to everyone who is involved in it.
• Making trials before original implementation .
• Checking effectiveness through evaluation.

3.Organization will continuously monitor the success of implemented changes.

They should re evaluate the effectiveness. If any area need more education for the same, identify and correct it.

Measure individual and cumulative progress in the area of change.