Utilizing the Change Management Theory to Anticipate the Transition

Posted: November 1st, 2019

Acme Medical Center is implementing a new electronic health record (EHR), converting from a paper system. Dana is the nurse manager of the orthopedic department which clusters outpatient, inpatient, and rehab services via product line management. In preparing her implementation plan for the new EHR, Dana anticipates several different employee responses to the change:

Kevin RN and Nancy RN are very enthusiastic about the new EHR and are very comfortable using technology.
Bob RN always resists change and avoids going to training until the last minute. He can use technology effectively but usually employs workarounds instead.
Sherri RN sometimes mimics Bob’s behavior but mostly goes with the flow. She has difficulty using technology and requires much support during transitions.
Dr. Phillips is the program director but plans to retire next year.
Dr. Wilson was a new physician to the program last year, but already admits more patients to the service than any other doctor. He also uses all the services of outpatient, inpatient, and rehab.
In a 3-4-page scholarly paper, explain how Dana could utilize the theory you selected for your project to anticipate the transition to the new EHR. Dana wants to involve all the staff and physicians in the project. What activities could Dana assign to each person? Dana knows that unanticipated problems could arise during the transition, such as a power outage. How would your selected theory explain each persons’ reaction to such an event?

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Utilizing the Change Management Theory to Anticipate the Transition to a New Electronic Health Record System

Introduction:
Implementing a new electronic health record (EHR) system requires careful planning and consideration to ensure a successful transition. In this paper, we will explore how Dana, the nurse manager of the orthopedic department at Acme Medical Center, can utilize the Change Management Theory to anticipate and manage the transition to the new EHR system. We will also discuss the activities Dana can assign to each staff member and physician and how the selected theory can explain their reactions to unanticipated problems during the transition.

Change Management Theory:
For this scenario, we will apply the ADKAR model of change management. The ADKAR model focuses on the individual’s journey through change, addressing five key elements: Awareness, Desire, Knowledge, Ability, and Reinforcement. This model emphasizes understanding and addressing the unique needs and concerns of individuals to facilitate successful change adoption.

Applying the ADKAR Model to the Transition to a New EHR System:

Awareness:

Activities for Kevin RN and Nancy RN: Dana can engage Kevin and Nancy as change champions to help create awareness among their peers about the benefits and importance of the new EHR system. They can share their positive experiences and provide training support to their colleagues.
Activities for Bob RN: Dana should ensure that Bob is adequately informed about the reasons for the change and the benefits it offers. Regular communication, addressing his concerns, and emphasizing the importance of proper training can help increase his awareness and reduce resistance.
Activities for Sherri RN: Similar to Bob, Dana should focus on providing clear and consistent communication to increase Sherri’s awareness about the change. Offering additional support and addressing her concerns will be crucial in gaining her buy-in.
Desire:

Activities for all staff and physicians: Dana should clearly articulate the benefits and advantages of the new EHR system, such as improved efficiency, patient safety, and enhanced communication. Sharing success stories and testimonials from other healthcare organizations that have implemented similar systems can help create a sense of desire and excitement for the change.
Knowledge:

Activities for Kevin RN and Nancy RN: Provide advanced training to Kevin and Nancy, given their comfort with technology. They can also be involved in developing training materials, conducting training sessions, and providing ongoing support to their colleagues.
Activities for Bob RN and Sherri RN: Provide comprehensive training sessions tailored to their specific needs, including hands-on practice, one-on-one coaching, and additional resources. Regular follow-up sessions and a supportive learning environment will be essential.
Ability:

Activities for all staff and physicians: Dana should ensure that the new EHR system is user-friendly and intuitive. Offer opportunities for hands-on practice and conduct simulated scenarios to build confidence and proficiency. Regular feedback and coaching can help individuals develop their abilities to use the system effectively.
Reinforcement:

Activities for all staff and physicians: Dana should recognize and celebrate small successes and milestones during the implementation process. Providing positive feedback, acknowledging individual efforts, and reinforcing the benefits of the new EHR system will help sustain motivation and commitment.
Unanticipated Problems during the Transition:
In the event of unanticipated problems, such as a power outage, the ADKAR model can help explain each person’s reaction:

Kevin RN and Nancy RN: Since they are comfortable with technology, they may be better equipped to adapt to unexpected situations. They might be proactive in finding workarounds or alternative solutions, leveraging their knowledge and experience.
Bob RN: Bob’s resistance to change might initially manifest as frustration or anxiety during a power outage. However, with proper training and support, he can be guided towards effective problem-solving and finding alternative ways to continue providing care during such disruptions