Nr 534 Planned Change (Latest Update) Already Graded A+

Planned Change NAME Chamberlain College of Nursing NR 534: Healthcare Systems Management DATE  Today’s world is very dependent on technology. As such, many organizations in the healthcare industry that utilize informational technology are transitioning from paper records to electronic health record (EHR) systems in an effort to improve nursing documentation quality in the healthcare environment. The Health Information Technology for Economic and Clinical Health Act (HITECH) was intended to assist in the faster adoption and effective utilization of EHR systems in the healthcare setting. Tabaishat, Tawalbeh, AlAzzam, AlBashtawy, & Batiha, (2015), have pointed out that the popularity of EHR has increased and will continue to do so at a steady rate. This paper will explore the inefficiency of paper documentation, and will outline Lewin’s change model and how it can initiate, implement, and manage the change. Identification of Change Paper documentation is disadvantageous to electronic record-keeping. Menahemi and Collum, (2011), have stated that paper records can be extremely limited. Handwriting can be illegible, which can cause many errors in a medical environment. Documents also cannot be easily stored or shared. Paper records are also susceptible to damage and being misplaced, which can place patient confidentiality at risk of being breached. Copying, transporting, and storing paper records are not cost-efficient processes, and creating the records themselves can be detrimental to the environment. Electronic records of patient encounters extremely improve the legibility of information and the ability to quickly access and retrieve important information. Under the new healthcare model reimbursement is tied to performance, organizations are more inclined to switch to EHR systems so they can better track and report outcomes and be reimbursed for the care provided. EHR systems have the benefit of allowing easy tracking of past and present patient medical data. Records are readily available at all times of the day, and do not require physical retrieval or storage of charts. Electronic storage also allows for better utilization of physical storage space. Electronic records can help the organization save money by decreasing full-time equivalents (FTEs) like file clerks. They can also be simultaneously accessed by multiple care providers from different locations, which can improve the fluidity of patient care delivery. EHR systems can improve patient safety by preventing repeat tests and procedures, improve data and clinical legibility (such as medication orders), and improve clinicians’ access to pertinent medical information that allows them to make better clinical support decisions (Hoyt, 2015). The evolution of information technology makes the present day the perfect time for organizations to transition from paper records to electronic record systems. Alignment with Organization Values A change must be created and implemented in cooperation with those who are affected by it in order for it to be effective (Chamberlain, 2017). Change must also be in line with the vision and values of the organization. Implementing electronic health records would help to reinforce the values of the organization. The organization in question maintains a culture of high-quality care, quick responses to patient needs, reliability, and quality performances. Implementing an EHR system can potentially improve performance scores, decrease the occurrence of errors, cut time-consuming processes, improve patient experiences, and create opportunities for sustainable staffing. Outline of Change Model Lewin’s Change Management Model is the proposed change model. Kurt Lewin’s Change Management Model contains three phases: unfreeze, change, and refreeze. Lewin compared organizational change to wanting to change the shape of an ice block. The “unfreeze” phase involves melting the ice to make the shape able to be changed. The “change” phase is where the iced water is molded into a different form, and the “refreeze” phase solidifies the new shape. Lewin explained that when change is viewed as a process, preparations could be made for anticipated changes and effective management of the incoming transition (Mind Tools, 2015). Initiation, Implementation and Management of Change The first step in preparing for change is communicating and demonstrating why it is necessary in the first place. The EHR implementation process must be explained, in addition to what is necessary to accomplish, how those things will be accomplished, and why it is important and necessary for the organization to adopt the proposed change. Members of the staff need to better understand the proposed change, its benefits, its efficiency, and will be more likely to support the change process if it is effectively communicated and explained. The newly-made controlled crisis situation will force the organization to re-evaluate its core beliefs and values, which can be a strong motivating factor to seek a new balance. Without the controlled crisis situation, the amount of buy-in and participation that would be needed for meaningful change to take place would not be created (Mind Tools, 2015). The “change” phase begins after the initial uncertainty and hesitation are overcome and people in the organization begin to operate in new ways. Outlining project plans allows staff to understand timelines, make necessary decisions, and communicate with leaders about what resources are needed and how they will be used at appropriate times. Milestones of progress, such as hardware and software selection, staff training, and implementation should be recorded in the plan for change. Appointing a competent leader to coordinate and manage the project is very important. The project cannot succeed without a responsible leader and participation from members of the staff. Any parties that can be affected by the EHR initiative should be clearly identified and should create an EHR project team (Dustin, Gabriel, & Searcy, 2015). Staff members must understand the benefits of change so they can invest their support and participation in making the transition successful. Current research surrounding traditional adoption processes show planning, testing, Go-Live, and Post Go-Live phases. The planning phase is used to determine which method of documentation will be used, what level of training will be necessary, and to test software and potential security issues. The testing phase is conducted prior to implementation and allows end-users to explore the range of functions offered by the new system. The training phase is made up of staff teaching sessions that cover information about workflow, processes, and procedures. “Super users” are selected to give immediate feedback and assist staff members who have questions or potential issues regarding the “Go-Live” phase. “Go-Live” refers to the starting date of the new system, and Post Go-Live begins immediately afterward. The last phase is for administrators to assess the comfort levels and productivity of staff members, patient cycle times, workflows, learning curves; and allows them to confirm whether or not the EHR system can meet the established goals (Dustin, Gabriel, & Searcy, 2015). After the staff becomes comfortable with the implementation of the new system, the organization can refreeze. This means that the newly-implemented changes will be consistently utilized and incorporated into daily business, as well as assist the staff and organization in affecting or institutionalizing the new changes. Employees will feel a sense of stability, comfort, and confidence in the new system and processes. Any glitches in the Go-Live process must be actively sought out and resolved, and feedback from the staff regarding what elements of the plan were helpful and what could be improved must be collected. The collected information can assist in implementing future changes. Training sessions should be continuously offered in order to reinforce the changes, processes, and procedures (Dustin, Gabriel, & Searcy, 2015). Summary Change is common in all businesses regardless of their size and the industry they work in. To improve the infrastructure of healthcare, EHRs must be widely adopted. By using Lewin’s model of change, organizations can easily navigate the anticipated changes presented by transitioning from paper records to electronic ones. Adequate communication should be present when proposing a new idea or vision (unfreeze), implementing the new vision (change), and ensuring its stability and effective use (refreeze). Organizations are responsible for creating methods of sustaining the newly-implemented changes by supporting the appointed leadership, creating a reward system, and creating a method of feedback. The organization should also be responsible for providing continuous education, training, and support to its staff in order to assist them in maintaining comfort and confidence with the new changes (Mind Tools, 2015). References Tabaishat, A., Tawalbeh, A., AlAzzam, M., AlBashtawy, A., & Batiha, A. M. (2015). Electronic versus paper records: Documentation of pressure ulcer data. British Journal of Nursing, 24(6), 30-37. Retrieved from: Menahemi, N., & Collum, T. H. (2011). Benefits and drawbacks of electronic health record systems. Risk Management and Healthcare Policy, 4, 47-55. Retrieved from: Hoyt, R. (2015). Benefits of switching to an electronic health record. Retrieved from Chamberlain College of Nursing, (2017). NR 534 Healthcare Systems Management: Week three lesson. [lecture notes]. St. Louis, MO: online publication Mind Tools, (2015). Lewin’s change management model. Retrieved from: Dustin, C., Gabriel, M., & Searcy, T. (2015, April). Adoption of Electronic Health Record Systems among U.S. Non Federal Acute Care Hospitals: . Retrieved from: