After revewing the scenario below, andser the following: 1. What types of information/evidence should be collected to build the case for an EMR system implementation? 2. What would you suggest that Dr. Johnson say to physicians who are concerned that an EMR will limit their ability to practice patient-centered medicine? 3. How you would engage Ms. Chapman, the manager of medical records, to encourage her to embrace a new EMR system? 4. How would adoption of an EMR affect organizational control systems at Geneva? How would it affect individuals? How would you communicate critical factors/steps needed for successful implementation? SCENARIO: At Geneva Health System, the new CEO, Dr. Dan Johnson, is faced with the challenging task of introducing electronic health records to an organization whose system is antiquated. Below are the steps on how Dr. Johnson will complete this task. Filing Cabinet: Geneva Health System's current record system is antiquated and currently overseen by Amy Chapman in the medical records department. Dan Johnson, CEO: To gain support for this new system and what it can offer, Dr. Johnson needs to build trust and rapport among the members of the organization. Road Block 1: Dr. Johnson will have to be creative when navigating a culture that is not open to change. Doing this will require obtaining buy-in from one individual at a time by building trust. Jodi Smith: Dr. Johnson can build trust among the physicians by starting with Dr. Jodi Smith. Ms. Chapman: Dr. Johnson will need to foster a strong bond with Ms. Amy Chapman since she is the director of medical records and has agreed to assist with reviewing EMR systems. Road Block 2: Dr. Johnson has discovered that the physicians are resistant to any change in their work patterns or what they see as unnecessary standardization. Providers: Using medical terms and quality indicators will assist Dr. Johnson in gaining support from providers. Computer: Successful EMR implementations are associated with a reduced need for space and personnel in medical records as well as patient safety improvement.
After revewing the scenario below, andser the following:
1. What types of information/evidence should be collected to build the case for an EMR system implementation?
2. What would you suggest that Dr. Johnson say to physicians who are concerned that an EMR will limit their ability to practice patient-centered medicine?
3. How you would engage Ms. Chapman, the manager of medical records, to encourage her to embrace a new EMR system?
4. How would adoption of an EMR affect organizational control systems at Geneva? How would it affect individuals? How would you communicate critical factors/steps needed for successful implementation?
SCENARIO: At Geneva Health System, the new CEO, Dr. Dan Johnson, is faced with the challenging task of introducing electronic health records to an organization whose system is antiquated. Below are the steps on how Dr. Johnson will complete this task.
Filing Cabinet:
Geneva Health System's current record system is antiquated and currently overseen by Amy Chapman in the medical records department.
Dan Johnson, CEO:
To gain support for this new system and what it can offer, Dr. Johnson needs to build trust and rapport among the members of the organization.
Road Block 1:
Dr. Johnson will have to be creative when navigating a culture that is not open to change. Doing this will require obtaining buy-in from one individual at a time by building trust.
Jodi Smith:
Dr. Johnson can build trust among the physicians by starting with Dr. Jodi Smith.
Ms. Chapman:
Dr. Johnson will need to foster a strong bond with Ms. Amy Chapman since she is the director of medical records and has agreed to assist with reviewing EMR systems.
Road Block 2:
Dr. Johnson has discovered that the physicians are resistant to any change in their work patterns or what they see as unnecessary standardization.
Providers:
Using medical terms and quality indicators will assist Dr. Johnson in gaining support from providers.
Computer:
Successful EMR implementations are associated with a reduced need for space and personnel in medical records as well as patient safety improvement.
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