EHR Change Management Plan

Intro
Change management is a vital guide to implement for preparation to equip and support teams and
individuals as they are adopting a system change. Change not only happens at an individual level but as
an organization as well. Organizational change management requires a plan that assures employees
receive that proper training, support, awareness needed to successfully adapt a new process/system.
1
Change management is also contributes to the ROI on the system implementation. In this situation,
ROI for Bright Road is heavily dependent on the adoption and usage from hospital personnel. 2 The
new EHR, Patient Data Systems, will yield an overall savings in the budget as well as time spent
entering patient information. Below is an illustration of Kotter’s Change Management model which will
be the foundation. This model points out the key changes and the process for the entire organization is
viewed as a journey. More specifically, we will be using the “Rip and Replace” model, as we are moving
from PRS to PDS. 3

V. PHASE 1 III. PHASE 2 I. PHASE 3

VI. Creating IV. Engaging & II. Implementi
a climate enabling ng &
for organizatio sustaining
VII. CURRENT STATE XIII. FUTURE STATE
change n the changes
VIII. Patient Record XVI. 3 mo. 6 mo. 12. mo
XIV. Patient Data Systems
System
XV.
IX.

1
https://www.prosci.com/resources/articles/what-is-change-management?utm_source=tutorial-definition-
2010&utm_medium=redirect&utm_campaign=cm
2
https://blog.prosci.com/a-better-way-to-talk-about-the-roi-of-change-management
3
https://www.healthit.gov/sites/default/files/resources/changemanagementprimer_feb2014.pdf
 Rip and Replace Change Management
Table I: Phase 1
Phase 1 will require an assessment of current workflows in place and identify resources that will help
enable leadership identify which processes are priority to be redefined. Key areas are workflow, data
migration and training needs.4
Kotter’s Principles Rip and Replace
Creating a vision for the Future State Assess Current State
What will life be like in the Future State for our Assess current workflows and resources with
patients? For our staff? For me? Dr. Halpert to determine what processes must
be significantly redesigned
Building a guiding coalition Identify champions
Who are the natural leaders (champions) for Select physicians and nurses who are
this change initiative? What team building is supportive of the change and can keep the
needed to form a cohesive team? implementation process moving forward.
Establishing a sense of urgency Establish realistic expectations
What is wrong with our Current State? What is Review potential barriers and reasons for
better about the Future State? Why do we have dissatisfaction with the PDS system. Manage
to change NOW? expectations and fears from team

Table II: Phase 2

Phase 2 will involve engaging and enabling the organization. Data migration is an important topic of
discussion and a plan must be put in place. Evaluating usability is also key to assuring the new system is
promoting efficiency and less error and user fatigue, which in turn causes errors.

Kotter’s Principles Rip and Replace

Empower others to take action toward Establish communication channels between the
accomplishing the Future State coalition and practice staff
Ensure that staff have a clear understanding of Encourage nurses and physicians to provide
their role in the EHR selection. feedback for the new system.

Communicate the Future State Evaluate usability

• Vendor demonstrations, videos • Role playing Allow nurses and Ken Bloom (CNO) and
4
https://www.healthit.gov/sites/default/files/resources/changemanagementprimer_feb2014.pdf
 • Simulated question/answer (Q/A)
communication • Staff visits to practices that
have had successful CEHR implementations
Plan for and create short-term wins
Recognize high levels of achievement.
Promote good ideas
physicians to sit in on vendor demos to
compare with EXISTING system.
Develop Migration Plan
What is the plan for migrating the information
currently kept in the legacy system? Discuss
with Ken Bloom (CNO) and Robert Walker (CIO)

Table III: Phase 3

Phase 3 involves the collaboration and input from key stakeholders and their suggestions in regard to
improving the organization . During the implementation, expect obstacles and be prepared to apply
the lessons learned to prevent future mistakes. As a reminder, do not be afraid to make adjustments
and remember corrections allow for a new learning opportunity.

Kotter’s Principles Rip and Replace

Continue to focus on problem areas, promote
solutions, and continue to help change
individual behavior to achieve organizational
goals
Celebrate the successes as often as you can
Prepare to train, retrain, provide technical
assistance to rapidly address problems
Continually seek input from Board of Directors
and patients about improving EHR system •
Ensure that staff feel empowered to give
suggestions, implement feedback sessions. Do
not be afraid to make adjustments. Make
necessary corrections and communicate them
to nurses, physicians, all personnel
Reward staff
Recognize and honor staff such as CIO, CFO. Dr.
Halpert, CNO, and CAO who have contributed to
success. Also award team leads who have
implemented across their departments
Provide ongoing training and support for staff
on updates and workflow efficiency
Based on feedback from medical staff, hold
trainings on topics that may impact workflow
and efficiency on a monthly basis to also receive
feedback and ensure that staff are aware of
system updates