The Case – Failure to Launch:
Recently, an 850 bed private acute care hospital planned a 14 – week department – by department roll out of CPOE based on a customized system specifically designed for the facility, following the example of 2 other major healthcare systems in Boston and Utah, respectively. Physicians were informed by executive management their continued employment was contingent on use of the system. Within a few weeks of rolling out the system at an estimate cost of $34 million, physicians and other members of the multidisciplinary healthcare team expressed numerous complaints regarding the efficacy of the system amid their concerns for patient safety.
What went wrong with the Implementation of This Hospital’s Electronic Health Record ?
Questions:
1) How would one describe the leadership style and competencies (or lack thereof) illustrated in this case by the hospital executives?
2) What do you see as the primary leadership challenge of this case?
3) If you were hired to recalibrate this process describe 5 ways in which you would effectively lead the change from manual records to EHR with CPOE.
4) Optimized leadership is focused on long term outcomes to meet internal and external environmental needs of an organization. Once the implementation was successfully “recalibrated”, describe 3 major imperatives that you as a leader would drive to ensure long term success of a newly implemented EHR.
