ABSTRACT
A 15-facility healthcare organization utilized organizational change management techniques to aid with the adoption of a clinical information system to accomplish desired cultural transformation. The aim of this article was to provide a description of team member and physician attitudes toward change during conversion to a new clinical information system of electronic documentation. The tool developed and utilized was a change readiness survey to assess randomly selected team member and physician perceived readiness for the transition to an electronic documentation system. This article reviewed the rationale for using organizational change management techniques to facilitate adoption of a new clinical information system and discussed development of a change readiness survey tool. It explored the findings from the first 3 years of the survey.
ABSTRACT
A 15-facility healthcare organization utilized organizational change management techniques to aid with the adoption of a clinical information system to accomplish desired cultural transformation. The aim of this article was to provide a description of team member and physician attitudes toward change during conversion to a new clinical information system of electronic documentation. The tool developed and utilized was a change readiness survey to assess randomly selected team member and physician perceived readiness for the transition to an electronic documentation system. This article reviewed the rationale for using organizational change management techniques to facilitate adoption of a new clinical information system and discussed development of a change readiness survey tool. It explored the findings from the first 3 years of the survey.
Subject(s)
Medical Records Systems, Computerized , Organizational Innovation , Safety Management/organization & administration , Education, ContinuingABSTRACT
Nurse executives are challenged to translate the mission of their healthcare organizations into desired outcomes that accomplish what is best for patients. Moving from paper to an electronic clinical documentation system can be a key tool in meeting this challenge; thus, nurse executives must lead a workforce that understands and embraces technology. The authors describe the change management approach that began the organizational culture transformation from paper to an electronic clinical documentation system.
Subject(s)
Attitude of Health Personnel , Attitude to Computers , Health Plan Implementation/methods , Medical Records Systems, Computerized/organization & administration , Medication Systems/organization & administration , Humans , Institutional Management Teams , Leadership , Medical Records Systems, Computerized/trends , Nurse Administrators , Organizational Culture , Organizational Innovation , TennesseeABSTRACT
Today, healthcare and healthcare professionals are constantly undergoing change. Environmental, interpersonal, and intrapersonal changes, along with caring for critically ill patients, present many challenges for those working in critical care. Change process research can be very helpful in guiding the change process for those working and healing in the critical care environment.
Subject(s)
Attitude of Health Personnel , Health Facility Environment , Hospital Design and Construction , Intensive Care Units , Nursing Staff, Hospital , Adult , Biomedical Technology , Female , Humans , Interpersonal Relations , Longitudinal Studies , Male , Middle Aged , Patients' Rooms , United StatesSubject(s)
Hospital Information Systems/organization & administration , Medication Systems, Hospital/organization & administration , Patient-Centered Care/organization & administration , Safety Management/organization & administration , Humans , Kentucky , Medication Errors/prevention & control , North Carolina , Nurse Administrators/organization & administration , Nursing, Supervisory/organization & administration , Organizational Culture , Organizational Innovation , Organizational Objectives , Practice Guidelines as Topic , Tennessee , VirginiaABSTRACT
Frontline RNs knowledgeable in the strategic objectives of their organization made a difference in the selection of an electronic medical record business partner for a large, complex healthcare system. Their impact was significant because of the chief nurse executive's personal articulation of the organization's strategic goals and of her investment in their education. These factors provided the frontline RNs with a foundational base of knowledge about a variety of electronic medical record systems. The preparation and exposure enabled the frontline RNs to make a valuable contribution to the selection of an electronic medical record business partner. The RNs were a major force in affecting philosophical change from the organization's original pursuit of "best-of-breed" interfaced systems to a fully integrated, "best-of-class" vendor business partner. The learning experiences of the frontline RNs are explored to answer the following question: Why must frontline RNs play a key role in this process?
Subject(s)
Chief Executive Officers, Hospital/organization & administration , Hospital Information Systems/organization & administration , Medical Records Systems, Computerized/organization & administration , Nurse Administrators/organization & administration , Nurse's Role , Purchasing, Hospital/organization & administration , Chief Executive Officers, Hospital/education , Chief Executive Officers, Hospital/psychology , Choice Behavior , Commerce , Computer User Training , Decision Making, Organizational , Education, Nursing, Continuing , Humans , Inservice Training , Interinstitutional Relations , Multi-Institutional Systems/organization & administration , Nurse Administrators/education , Nurse Administrators/psychology , Nurse's Role/psychology , Organizational Innovation , Organizational Policy , Patient-Centered Care/organization & administration , Philosophy, Medical , Professional Staff Committees/organization & administration , Systems Integration , TennesseeABSTRACT
Discussions between clinical nurse leaders and nurse faculty regarding changes in healthcare that affect the new Bachelor of Science in Nursing (BSN) graduate resulted in the creation of the Senior Partnership Practicum. This article describes the process that took place to implement this clinical partnership model at Johnson City Medical Center (JCMC).
Subject(s)
Education, Nursing, Baccalaureate/organization & administration , Preceptorship/organization & administration , Program Development/methods , Staff Development/methods , Clinical Competence , Curriculum , Educational Measurement/methods , Humans , Nursing Education Research , Program Evaluation , TennesseeABSTRACT
During this time of nursing shortages, hospitals that want to maintain the competitive edge must seek ways to recruit and retain a competent nursing staff. This study was conducted in a large hospital that strives to be the primary health care provider and employer of choice in its geographic region. The purpose of the study was to assess new nurses' perceptions of nursing practice and their expectations for meeting professional goals. Sixty-seven new nurses from 13 hospital departments were interviewed. Comprehensive orientation, continuing education, and mentoring were important values identified by this group of nurses. Communication with physicians and fear of causing accidental harm to patients were expressed concerns. Data from this survey will be used by the organization to change orientation policies to better meet the needs of the nursing staff and improve recruitment and retention of nurses.
