No matter how adaptable people are, drastic change always creates anxiety and stress. A practice that has always used paper charts for it's medical records is bound to experience a few shock waves when it's suddenly deprived of it's paper! The stress and tension that result can't be eliminated, but they can be managed, and the key is proper planning.
Always start at the top. It's crucial that key staff members, both physicians and administration, be pro-active and committed to the project. Be realistic and don't expect too much initially. Remember, people are, in every sense, changing jobs, and if your staff isn't completely 'on board,' there will be resistance and even failure.
Every member of your staff who will actually be using the new EHR system should have significant input and feel that his or her contribution is important. Form a committee of employees from each strata of your practice to evaluate potential systems.
Create a written 'vision statement' to systematically state the case for a 'paperless' office. People are naturally resistant to change, so if they perceive no reason for it, EHR won't be used.
Once you have implemented your new EHR system, select and train a core of people to train the remaining staff. These 'superusers' should encourage constant feedback from those they are training. As they are more accessible to their fellow-employees, they will be very valuable in identifying problem areas and pockets of resistance.
Take things slowly. Many people have never used a mouse or sent an e-mail, so the concept of EHR can be a real challenge. Keep communication channels open and keep everyone in the office involved; especially those who are most resistant.
Lastly, expect the unexpected. Change always causes problems, but with the proper planning, realistic expectations and open communication, trouble can be kept to a minimum. Planning how your new EHR system will integrate into your practicebefore you implement is time well-spent...both literally and figuratively.
Always start at the top. It's crucial that key staff members, both physicians and administration, be pro-active and committed to the project. Be realistic and don't expect too much initially. Remember, people are, in every sense, changing jobs, and if your staff isn't completely 'on board,' there will be resistance and even failure.
Every member of your staff who will actually be using the new EHR system should have significant input and feel that his or her contribution is important. Form a committee of employees from each strata of your practice to evaluate potential systems.
Create a written 'vision statement' to systematically state the case for a 'paperless' office. People are naturally resistant to change, so if they perceive no reason for it, EHR won't be used.
Once you have implemented your new EHR system, select and train a core of people to train the remaining staff. These 'superusers' should encourage constant feedback from those they are training. As they are more accessible to their fellow-employees, they will be very valuable in identifying problem areas and pockets of resistance.
Take things slowly. Many people have never used a mouse or sent an e-mail, so the concept of EHR can be a real challenge. Keep communication channels open and keep everyone in the office involved; especially those who are most resistant.
Lastly, expect the unexpected. Change always causes problems, but with the proper planning, realistic expectations and open communication, trouble can be kept to a minimum. Planning how your new EHR system will integrate into your practicebefore you implement is time well-spent...both literally and figuratively.
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