Implementation of information technology projects in the healthcare system

Implementation of information technology projects in the healthcare system
The IT project
One of the specific human characteristics is seeking meaningful connections through proper communication. Technology serves to reinforce these connections by sharing information and facilitating communication between patients and healthcare providers. It is the responsibility of healthcare workers to re-assess and harness technology’s existing opportunities to their advantage. In my workplace, there is an area for improvement regarding the nurse call light. The most significant activity in healthcare is the connection of patients to people, information, and the necessary resources to promote quality healthcare. By redesigning the call light to have prerecorded requests that patients often make, providing healthcare service would be more efficient. This will also reduce the fatigue among nurses related to the call light, in that only patients who need attention will make the call and get addressed.

Project considerations

The implementation of information technology projects in the healthcare system can be complex as they need one to plan strategically and take into account the organizational changes that come with such projects. As a manager for this project, I would first consider the technical aspects of the IT project. This encompasses the cost, which would be a bit more expensive compared to the existing system (Cresswell, Bates & Sheikh, 2013). However, the benefits thereafter, are immense. The second consideration is stability and reliability of the technology (Cresswell et al., 2013). In this case, the nurse call light will provide concise information from the patient to the nurse thereby enhancing effective communication. It will also provide instant information, which can be relied on, and consequently minimize unnecessary trips to the patient’s bedside.

The third significant aspect to consider would be the social environment in the workplace. The social aspect takes into account the attitudes of the nurses towards the adoption of this technology (Cresswell et al., 2013). It also considers possible resistance and expectations among nurses and patients. It also evaluates their motivation to take up the new project (Cresswell et al., 2013). When the users are more motivated to utilize the technology, then it would be much easier to integrate it into daily practice.

The fourth consideration is the general atmosphere in the organization. As a manager, I would assess whether the organization is ready for change. I would use the appropriate tools for assessing readiness for change, which includes culture, history, employee and organizational assessments (Cresswell et al., 2013). Assessing these aspects would provide insights into the expected challenges and opportunities during the change process.

Theory to guide implementation

To guide the implementation, I would use Lewin’s change theory. The theory involves three stages of change. The first stage is unfreezing. In this stage, the subjects are introduced to methods that that make it possible for the to discard the old patterns that were still somehow productive (Kumar et al., 2015). It is the stage where, as a manager, I would evoke the desire for change among the nurses by making them recognize that they need change. I would make them realize how tedious responding to every call light is, particularly where the patient does not need any attention or is just being stubborn. I would also make them realize how much energy and time they would be preserving and investing in other significant tasks such as documentation.

The second stage of this theory is the change. At this point, the change target group would have changed their perceptions and feelings towards the new technology (Kumar et al., 2015). It is at this point that the nurses would be convinced that the new technology is better than what they are routinely used to. With the collaboration of the technical team, I would put up the new nurse call light in place.

The third stage is refreezing. It involved the adoption of the change as a standard operating procedure or habit (Kumar et al., 2015). Several processes are involved in refreezing to prevent sliding back into the old patterns. These processes include support from the management, rewards, policies, orientation to the new system to the new staff, and efficient leadership (Kumar et al., 2015). As a manager, I would supervise the use of these call lights, reward the nursing staff for using it appropriately, collaborate with other managers in other departments in establishing a standard hospital policy for using the new technology, and encourage the staff members to continue using it.

Collaborative teams and management tools

For the successful implementation of the change, I would collaborate with the relevant teams. I would involve the technical team in the health informatics departments to install the new call lights and ensure it’s working properly. I would also collaborate with the nurses who are the main target group to ensure that they integrate the use of the call lights in their routine practice. I would ensure that the patients are also informed on the change, and they take it up.

I would use the Gantt chart as a project management tool. This tool is useful in planning and setting schedules for every part of a project. I would use this tool to simplify the whole project into small manageable tasks that can be achieved in steps. Ultimately, my team will end up completing the installation and set-up in time without getting overwhelmed.

References

Cresswell, K. M., Bates, D. W., & Sheikh, A. (2013). Ten key considerations for the successful implementation and adoption of large-scale health information technology. Journal of the American Medical Informatics Association, 20(e1), e9-e13.

Kumar, S., Kumar, N., Deshmukh, V., & Adhish, V. S. (2015). Change management skills. Indian journal of community medicine: official publication of Indian Association of Preventive & Social Medicine, 40(2), 85.

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