PLEASE KINDLY RESPOND TO ANGEL’S POST BELOW. RESPONSE MUST BE SUBSTANTIVE AND ADD TO THE DISCUSSION IN A MEANINGFUL WAY. THANKS
ANGEL’S POST:
Changes in EHR are essential efforts to improve the quality of care we offer, and as nurse leaders, we have the knowledge and skills that can empower our colleagues to lead change effectively. In this week’s discussion, I will identify the key stakeholders impacted by changes in EHR, describe one supportive factor that facilitates change, and identify barriers that could stop the recommended change and leadership strategy that can help address and sustain the change. Lastly, self-reflection.
The key stakeholders impacted by the EHR change at the micro-level are the frontline employee that directly interacts with the patients such as but not limited to doctors, nurses, unit secretaries, and nursing technicians. At the meso- levels, these are ED patient care directors and managers. The macro-level these are the chief executive officer, president, chief financial officer, and chief operations officer of the hospital. Changes big or small, it is essential to unify and include everyone in the change process. Ways to engage stakeholders in the transition include asking for their recommendations, feedback, and continued dialogues and communications during and after the process. Making stakeholders involved and committing to the same goal is the determinant of the successful execution of changes.
Within the system, one supportive factor that will facilitate EHR change is strategic planning. Creating a plan will guide the EHR transition on track and ensuring each stakeholder is sharing and moving towards the same goal. Thru executive meetings, town hall meetings, and unit meetings will open communication channels and dialogue within the system. Training or education is an essential aspect of EHR strategic planning. It lets clinicians learn how the technology can be leveraged in clinical practice and contains features and capabilities that professionals may not be familiar with in terms of continuity of treatment. One barrier that may occur, which will impede change, is the technical and individual walls, such as resistance to change. Everyone must be on board to contribute and willing to be a facilitator and accept change.
As I mentioned in last week’s discussion, the Democratic Leadership strategy can help facilitate EHR change because it encourages all systems to participate in the change process and decision-making process. This form of leadership encourages members to be more interested in decision-making and instills a team environment wherein team members feel motivated to act (Malik et al., 2016). One leadership strategy that will sustain EHR change within the system is acknowledging each individual’s participation and contribution, big or small. When hard work is recognized, everyone is in an excellent spirit to accept change, do more, and participate in the process.
In conclusion, stakeholders’ involvement in each system in EHR change has a crucial role in the success and sustainability of system-wide transition. The recognition and use of the supporting factors within the system and barriers would impact the transition’s effectiveness and achievability. This topic leads to my development as an executive nurse because it promotes a greater understanding of leadership and change management. Nurses can impact change, no matter what their role may be within the system.
Reference
Malik, S.Z., Saleem, M., & Naeem, R. (2016). Effect of leadership styles on organizational citizenship behaviour in employees of telecom sector in Pakistan. Pakistan Economic and Social Review; Lahore, 54 (2), 385-406. https://chamberlainuniversity.idm.oclc.org/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Feffect-leadership-styles-on-organizational%2Fdocview%2F1862692112%2Fse-2%3Faccountid%3D147674
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