It is the first day of Go-Live for the OR Information Systems Project and upstairs in the Operating theatres the atmosphere is quiet and calm. Everyone is confident and directed in their actions. Any arising issues are handled by the super-users efficiently and with minimal impact to OR operations. Three floors down in the Central Supply and Inventory department the atmosphere is chaotic and noisy. Everyone is anxious and lacking direction in their actions. The new process changes are creating role confusion and the job responsibilities are not clearly defined leading to panic. Although staff in the OR theatres upstairs are coping with the Go-Live experience, they are still dependent on receiving case carts and supplies from Central Supply and Inventory department. They soon start to feel the effects of the inventory confusion downstairs. How did this happen for two arms of the same OR project?
Join us as we analyse the Change Management reasons for why this one project diverged into two different outcomes that demonstrate the importance of stakeholder readiness and business process analysis.
Biography
Laura Barkley RN, BScN has over twenty years of nursing experience in several nursing specialities, which range from Internal Medicine, GSICU, and Obstetrics to nursing education. As a Clinical Analyst for the Information Systems Department, in the Edmonton Capital Health region, she provides change management guidance during the implementation of clinical information systems. Her past projects include Operating Room Management, Medication Management, and the Electronic Health Record.
Jocelyn Anderson RN, has ten years of nursing experience in critical care both in Canada and the United States. As a Clinical Analyst for the Information Systems Department, in the Edmonton Capital Health region, she provides change management guidance during the implementation of clinical information systems. Her projects include Operating Room Management, and the Electronic Health Record, Critical Clinical Information.