Application Planned Change in a Department

Application Planned Change in a Department


Application:Planned Change in a Department

Application:Planned Change in a Department

Thechange program to implement is using information technology toenhance the consistency, accuracy, and completeness of health recordsand documentation of the health information management department.The mission of this healthcare organization is: Toprovide quality healthcare in a manner that meets internationalstandards and serve as the reference healthcare provider in thecountry, the region, and the world.The vision is: Tomeet all the healthcare needs for humanity through professionalismand technology application. Inthe spirit of the organization’s mission and vision statements, thesolution to enhance the efficiency of healthcare is through adoptingan accurate way of keeping and maintaining healthcare records.

Thechange initiative recognizes the fact that patient flow, processesand activities involved in providing healthcare revolve around theinput component of healthcare records (Bates, Ebell, Gotlieb, Zapp &ampMullins, 2003). Even the determination of the revenues collected ina particular period, and the allocation of financial resources toenhance other departmental processes is also contingent upon thequality of medical records. Thus, targeting the Health informationdepartment as the central point of implementing this change programessentially addresses the underlying challenge (Hillestad, Bigelow,Bower, Girosi, Meili, Scoville &amp Taylor, 2005). Specifically, thechange entails introducing an electronic medical record system (EMS)that automates all the aspects concerning input information andprocesses for patients.

Thechange Model

TheForce-field model by Kurt Lewin will be vital in understand thevarious aspects of change to consider when introducing the EMS. Thereare three stages that any change process must go through to realizethe intended effect in any organization: unfreezing, the movement,and refreezing (Schein, 1999). The unfreezing stage involves puttingthe change issue into perspective through effective communication torationalize it. The movement stage involves creating a transitionalenvironment through activities that welcome the needed change. Themovement stage is the most challenging for any organization due tothe uncertainties involved. Some employees may feel that they arethreatened due to technical or other unknown reasons. Refreezingcreates a stable environment so that employees foresee the continuityof the new program. The last stage takes into consideration the factthe change is responsible for various adjustments in the workingenvironment such as establishing new relationships and a new workingroutine. The refreezing stage takes longer than the previous twostages. Though the model has drawn criticism from other modernmanagement theorists, it still applies to the EMS to be produced inthis heath care institution (Weick &amp Quinn, R1999).

Stepsnecessary to implement the Electronic Medical Records System)

Eachof the steps outlined below improve the quality of healthcare towardsfulfilling the mission vision of the institution as explained at eachstep:

  1. Identifying the right EMS provider- The mission and vision statement of the organization indicate its desire to provide the best quality services. This step is important in effecting the first stage of Lewin’s theoretical model because, the provider will take time to brief the HIM department and other employees involved about the need for an EMS. The intention is to rationalize the needed change.

  2. Assign the implementation manager in consultation with the Health Information department and representatives of all other departments in the organization- This step implements the second stage of the model: the movement stage. The movement entails creating a transition for the change. Thus, the implementation manager with the help of other designed members will manage the transition to an EMS though activities such as training and resource mobilization. Training focuses on equipping employees concerned with record keeping with needed skills to transfer the records in hard copies to an electronic system.

  3. Carry out a workflow analysis in the institution to align with the new EMS- This step is a continuation of the second stage. The institutions avails the best brands with the best warranties to the management so that it can select one that fits the operations in the organization. Now that data security is one way of providing quality healthcare delivery as envisioned by the organization, high quality infrastructure would be selected for this purpose.

  4. Identify the hardware configuration relevant to the organizations and within the recommended standards in the industry- The fourth step also implements the movement stage of Lewin’s theoretical perspective of change. Through the participation of employees, the software installed for the EMS should be customizable to the institution’s work environment.

  5. Configuring the EMS software – The configuration intends to implement the refreezing program when the employees are now aware of the needed change and are ready to support it. This step will also take longer than the previous stages because, the organization has a lot of data to be saved on the system. Moreover, employees will take time to acclimatize with the system.

Personsinvolved in the Implementation Process

Theentire management: The management mobilizes the resources through theadvice of the institution’s project managers. The needed skillsare: analytical skills in project management.

Theimplementation manager: The manager must be a person who understandsproject management and make a case of its expected returns oninvestment for the organization.

EMSsoftware experts: These are internal and outsourced experts thatwould guide the institution throughout the transition period(Blumenthal &amp Tavenner, 2010). Their responsibilities range fromretraining employees and assigning each of them their newresponsibilities in the system.

Employeesfrom the Health information Department: They are the primary humanresources for this new process, hence their skills will be needed inassisting employees in other department later after transition periodis over.


Bates,D. W., Ebell, M., Gotlieb, E., Zapp, J., &amp Mullins, H. C. (2003).A proposal for electronic medical records in US primary care. Journalof the American Medical Informatics Association,10(1),1-10.

Blumenthal,D., &amp Tavenner, M. (2010). The “meaningful use” regulationfor electronic health records. NewEngland Journal of Medicine,363(6),501-504.

Hillestad,R., Bigelow, J., Bower, A., Girosi, F., Meili, R., Scoville, R., &ampTaylor, R. (2005). Can electronic medical record systems transformhealth care? Potential health benefits, savings, and costs. HealthAffairs,24(5),1103-1117.

Schein,E. H. (1999). Kurt Lewin’s change theory in the field and in theclassroom: Notes toward a model of managed learning. Reflections,1(1),59-74.

Weick,K. E., &amp Quinn, R. E. (1999). Organizational change anddevelopment. Annualreview of psychology,50(1),361-386.