The development and implementation of electronic health systems (EHR) within medical facilities throughout the country is a challenging task. In order to eliminate the risks connected to such an innovation, it is vital to consider its influence on the established mechanism of work of healthcare providers. Hence, this paper’s purpose is to present techniques allowing selecting an EHR system for the clinic while addressing needs of professionals and assessing the accompanying challenges.
The first step toward implementing a new EHR system is selecting employees that will form a team. In this case, the formation of two groups of professionals seems reasonable since workers’ inclusion at all levels is essential. This need is conditional upon the practice of information exchange between them (Miller et al., 2018). Therefore, the first team will consist of doctors, and the second team will include nursing personnel of the facility.
These specialists will differ depending on their position and the role they will play in the plan development. In this way, doctors will be responsible for testing proposed EHR systems for the correspondence to their tasks and comprehensiveness of the data. In turn, nurses will evaluate the suitability of the information to their work. Their intervention will ensure the ability of medical staff to make decisions based on these data.
However, to make the teams work efficiently, it is critical to use specific team-building methods. The first suggested technique is repeated workshops focused on particular issues arising in the process that will help professionals find consensus (Miller et al., 2018). The second method is weekly team meetings providing a clear picture of overall progress (Miller et al., 2018). The third solution is team training intended to teach professionals how to use the proposed EHR systems (Miller et al., 2018). The fourth method is the use of these systems for communicating results between the groups of specialists. Thus, the combination of these approaches will help handle disagreements regarding the teams’ work.
The process of selecting an EHR system includes possible management interventions related to the clinic’s emerging needs. They are connected to specific techniques and leadership styles contributing to a successful outcome of the initiative. According to change management theories, any plan’s effectiveness correlates with following the predefined steps (Sætren & Laumann, 2017). They include proper organization for change, risk assessment, and implementation and monitoring of the change (Sætren & Laumann, 2017). However, to ensure the positive outcome of the use of these techniques, it is vital to establish effective leadership or, in other words, promote communication and commitment in the clinic (Sætren & Laumann, 2017). This way, the emerging challenges on the way to implementing the initiative will be appropriately addressed.
The issues concerning the transition to EHR imply the necessity to plan management interventions. In this case, problems are connected to resistance to change of the personnel, management of multiple teams, and the lack of effective communication strategies (Sætren & Laumann, 2017). To overcome the first challenge, Oreg’s theory can be used to address personality and context factors by increasing personal motivation and instilling trust in the management (Sætren & Laumann, 2017). The second issue can be resolved by encouraging teams to participate and communicate as per the model of Cummings and Worley (Sætren & Laumann, 2017). The third problem will be overcome by creating a guiding coalition, according to Kotter’s theory (Sætren & Laumann, 2017). Hence, these theories, when applied to the case, will allow resolving emerging challenges.
Another intervention that will be useful for selecting an EHR system is developing a departmental strategic plan to match expectations with the initiative’s outcome. However, to make it efficient, it should be based on the assessment of the areas of risk. In this situation, they include risk exposure mitigation, training, and communication strategies, and all of them are connected to the human factor. The first area implies the analysis of potential threats to selecting and implementing an EHR system. In the strategic plan, it should be addressed through an increase in the awareness of employees that can be assessed from their reports (Heath & Porter, 2019). Hence, the more details on the progress the teams provide, the fewer risks they might face in the process.
The second area of risk is the personnel’s training, and it is critical for the overall plan implementation. Therefore, the strategic plan will incorporate the data on the regularity of such programs and their outcomes. This measure will eliminate the risks of possessing insufficient information and skills by participants which might result in the initiative’s failure (Heath & Porter, 2019). The third area is communication, and it is essential in terms of the possibility of improper exchange of the teams’ activity results. To address this, the management should establish a practice of reporting the outcome of their interaction (Health & Porter, 2019). Thus, the recommended departmental strategic plan should include regular detailed reports on risk awareness, skills, and cooperation.
Another essential aspect of a new EHR system selection is considering the procurement process as an integral part of the initiative. Its purpose is to eliminate the risks of a negative outcome of purchasing, such as unexpected installation changes (Harding & Epstein, 2020). Their significance is defined by the possibility of financial losses or injuries of patients or healthcare workers (Harding & Epstein, 2020). In order to avoid them, specific tools can be applied to the process. They include the Request for Proposal (RFP), the Request for Information (RFI), and the Request for Quotation (RFQ).
The purpose of RFP is to select an appropriate vendor. It helps to make decisions when numerous factors should be evaluated when purchasing by asking questions about services (Harding & Epstein, 2020). RFI applies to situations when the organization needs comprehensive data on the purchase, and it helps to define the required solution by inquiring about general information (Harding & Epstein, 2020). RFQ, in turn, is useful when the company lacks financial details, and it allows focusing on the price by comparing costs and requirements (Harding & Epstein, 2020). Thus, these tools’ purpose is to provide specific information on each aspect, whether it is about expenses, vendors, or solutions.
To conclude, the complicated process of the selection of a new EHR system should start with the formation of two teams consisting of doctors and nurses. Their activity should be guided by managers using specific techniques and the chosen leadership style to overcome potential challenges. These measures should be complemented by the creation of a departmental strategic plan assessing their efficiency and the use of RFP, RFI, and RFQ as principal tools when purchasing.
References
Harding, G. H., & Epstein, A. L. (2020). Technology procurement. In E. Iadanza (Ed.), Clinical engineering handbook (pp. 196-204). Academic Press.
Heath, M., & Porter, T. H. (2019). Change management overlooked: Physician perspectives on EHR implementation. American Journal of Business, 34(1), 19-36. Web.
Miller, C. J., Kim, B., Silverman, A., & Bauer, M. S. (2018). A systematic review of team-building interventions in non-acute healthcare settings. BMC Health Services Research, 18(1). Web.
Sætren, G. B., & Laumann, K. (2017). Organizational change management theories and safety–A critical review. Safety Science Monitor, 20(1), 1-10.