One of the key takeaways from years of implementing EHRs? Governance isn’t merely a reporting mechanism – it’s a way of guiding a project and getting the organization on board, says Dana Sellers.
Before starting any project, leaders need to set realistic expectations, says CIO Gary Light, which often means explaining that everyone won’t get all of their needs met.
A “critical” component of implementing a new EHR? Setting realistic expectations, says CIO Dan Nash, which means communicating clearly about what can go wrong, and having a solid mitigation plan in place.
No matter the size or complexity of an organization, the key to driving change is in establishing a culture that welcomes it, says Wes Wright, who talks about the work his team is doing to reduce variation across the system.
Securing a seat for nursing at the leadership table was a long process that took “time and patience,” says Susan Marino, CNIO at Hartford HealthCare, but it was well worth it.