Description of the Issues
The core implementation is the integration resistance by the three physicians. With the Computerized Physicians Order Entry (CPOE) being implemented and expected to last the next three years, the management requires every practitioner to comment on the use of the process in their daily routine. Despite the early confrontations by health professionals, some have become comfortable with the use of the process and are even requesting the ability to enter orders from their offices. However, the three have failed to comment and are associated with the following three issues. One, they have been associated with performing rounds and returning to their offices, and verbally calling orders. Two, upon being counseled against verbally calling orders, they started writing orders on scraps of paper and leaving them at nurses’ stations and patients’ charts. Three, they have been linked to smuggling in orders acts from non-activated units. Moreover, they coerce nurse staff into entering their orders on their behalf. The outcome of the latter has been a state of conflict among the nurses since they have difficulty balancing between maintaining good working relationships with the physicians and implementing the goals of the hospital.
Probable Causes of Identified Issues
The cause(s) of the resistance by the three physicians is associated with the rapid introduction of new computer systems at the medical center. The introduction is attributed to an increase in the number of beds, from 220 upwards, once the hospital merged with a merger medical center. The medical center, therefore, intends to bring the facility up to speed in the upcoming three years. The other reason associated with the resistance is the requirement to integrate the physician’s daily routine into the process. With the requirement, while other physicians have comfortably embraced the use of the process, the three are actively looking for an alternative option to the use of the process. Based on their behaviors, they have been linked to the three illustrated resistance techniques aimed at convincing others to abandon the use of the CPOE process in their daily routine.
Recommended Solutions for Identified Issues
Strong leadership is very important in managing change at the medical center. By engaging the opposing physicians, the leadership will actively see their concerns promptly. Further, engaging the practitioners will create a platform where the management gains insight into the physician’s input concerning the process and assures them of the need for the process (Macpherson, 2017). Training the physicians on the importance of the process is critical in overcoming resistance. By using both formal and informal communication, training allows the physicians to comprehend the significance of the process and this plays an essential role in helping the practitioners envision the goals and objectives of the medical center (Shachak et al., 2017). Moreover, the training will also help them realize organizational improvements associated with the use of the process and how it will help the physicians improve their service delivery.
References
Macpherson, C. (2017). The change catalyst: Secrets to successful and sustainable business change. John Wiley & Sons.
Shachak, A., Borycki, E., & Reis, S. P. (2017). Health Professionals’ Education in the Age of Clinical Information Systems, Mobile Computing and Social Networks. Saint Louis Elsevier Science.