The reality is: if you’re conscientious enough to seek out information on CPOE and EMR implementation, you’re unlikely to fall into the rabbit hole of doom. However, if you don’t assess where you are currently and involve your staff in the decision-making that will get you to where you want and need to be…well, then you are headed for trouble.

We call it Change Management or Crossover Management. We do it so that we don’t drag an entire staff kicking and screaming into an unrecognizable environment. This is particularly important when it comes to implementing new processes and new IT because, aside from introducing something new, you have to eliminate the “old way” and years of habitual practices. Any change—even those that make the job easier or patient safer—can be hard to accept. Involving staff in the analysis and making them agents of change helps create “buy-in” and ownership on the level necessary to make change successful.

Outside of the literal IT investment, Change Management creates a structure that allows hospital to invest the time and resources required to support widespread acceptance and adoption of change. Some keys are to:

• Allow for input to ensure that selected systems and processes meet most needs
• Address training and education for staff
• Ensure efficient workflows (Obstacles should be removed, not introduced!)
• Provide resources and support for widespread acceptance and adoption

The worst thing you can bring to Crossover Management is a “Do it or Die – Take the Bull by the Horns”-type mentality. Successful Crossover Management engages staff and addresses their concerns. Don’t forget, as caregivers, we’re natural problem solvers. When presented with the issues, we solve problems—we don’t fight the answers!

We’re interested! Tell us what Changeovers you have been or are currently involved in? What issues cropped up and how are you solving them?