Change is a necessity across all industries in order to progress, grow,
minimize risks, and in some cases, just survive. This is especially true
as it pertains to the healthcare sector as they face a cavalcade of
elements that directly affects the field. These factors include things
like rapid technological advances, constant mergers and acquisitions,
changing regulatory and legal requirements, and the integration of
different networks and operational protocols. Naturally, a smooth
adoption and transition process requires a comprehensive set of
organizational change management principles.
Unfortunately, not all the stakeholders will be thrilled when a new
proposal or concrete plans for operational changes are announced.
That is strictly human nature as change can create uncertainty in
addition to powerful change resistance. Therefore, it is imperative to
strategically manage the "people dimension involved in
organizational change" (Change Management, 2013). First and
foremost, every level of the process should be conducted with open
communication and feedback in addition to transparency. This is
often the solution to minimizing the resistance that may delay,
complicate, or even destroy the initiative altogether (Oachs et al.,
2020, p. 679).
Additionally, the principles set out under Kotter's change
management philosophy helps to reduce resistance by using tactics
like creating a vision for the future with the new HIE, building a
guiding coalition, establishing a sense of urgency for change,
detailing the projected HIE plans and management/leadership roles,
assuring stakeholders that their input matters, and establishing a
timeline with realistic expectations along with anticipated
operational improvements (Change Management, 2013). Further, the
benefits of an HIE should be continuously touted in relation to its
problem-solving capabilities.
The stakeholders that should be actively participating in the
information governance collaboration include all parties that impact
and set Health Information Exchange policy. For example, health
information exchange organizations, both federal and state
government, private companies, third party assessors, and public-
private partnerships (Governance Framework, 2013). There are a
multitude of reasons as to why these stakeholders should have a
major role in information governance. First, this manoeuvre
establishes oversight and monitoring protocols in addition to holding
the specific stakeholders accountable for their part of the electronic
health information exchange. Secondly, it is critical that the HIE
complies with state and federal laws and regulations. Lastly, this
ensures that standards of participation are created, that the
technology used is appropriate and provides open access to
qualifying entities, and it details the maintenance and compliance
policies necessary to address changes in best practices, laws,
technology, etcetera (Governance Framework, 2013).
References
Change Management in EHR Implementation.
(2013). https://www.healthit.gov/sites/default/files/resources/chan
gemanagementprimer_feb2014.pdf
Governance Framework for Trusted Electronic Health Information
Exchange. (2013, May). [Review of Governance Framework for Trusted
Electronic Health Information Exchange].
HealthIT.gov. https://www.healthit.gov/sites/default/files/Governan
ceFrameworkTrustedEHIE_Final.pdf
Oachs, P. K., Watters, A., & American Health Information
Management Association. (2020). Health information management:
concepts, principles, and practice. (6th ed.). Ahima, American Health
Information Management Association.
