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SELF-ASSESSMENT

Module 5 Self-Assessment

Julie Khmelchenko

Tennille Gifford, RN MSN

2/5/2021
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SELF-ASSESSMENT

1. Based upon the topic of creating a climate of change, what recommendations did the
primer provide to carry that concept out to practice?

The primer provided nine recommendations of a climate of change to carry the concept out to

practice, which are: 1. Form a clear vision for what you desire the entity to look like in the

future. 2. Ensure that workers understand they own the practice’s Future State. 3. Establish

urgency. Build a credible guiding team. 4. Educate all practice staff. 5. If you’re the practice

leader, understand your role to persuade others to adopt a change initiative. 6. Help practice staff

reach a favorable decision to adopt and sustain the change. 7. Promote confidence and

confirmation to sustain the change. 8. Create short-term wins. 9. Create a continuous quality

improvement culture by evaluating, adjusting, and rewarding staff (NLC, 2013). It is vital to

incorporate those recommendations to see a practice thrive. Without an established vision, there

is no future. Further, a created future state entails new priorities, goals, and successful EHR

implementation. It is also necessary to recognize champions before delegating tasks because they

support the change and lead the staff in team-building, resulting in a cohesive team. Moreover,

champions can establish a sense of urgency by elaborating what is wrong with the current state,

what is better about the future state, and why the change has to happen now by presenting an

established project plan to accommodate the current needs (NLC, 2013). 

2. The primer indicated that: “Experience has shown that one key success factor in
communicating with physicians is identifying and utilizing a physician champion.”
Based upon your understanding of the primer, why would utilizing a physician
champion assist with project success?

Having a physician champion can help engage other physicians in learning how to use the

new EHR system in their day-to-day operations. Moreover, having a physician colleague(s) teach

will expedite practice transformation in developing relationships among practitioners and the rest
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of the workers (NLC, 2013). The information is more receptive when it comes from peers of the

equivalent ranking, which aids in a smoother transition of the learning agenda.  

3. The article indicated that types of change can be identified as one of four types.
Name the four types and give an example of each one.

According to Lorenzi and Riley (2000), there are four types of changes in an organization, which

is 1. Operational changes. 2. Strategic changes 3. Cultural changes. 4. Political changes. 

Examples:

1. The operational change includes how staff work and lead to the desired change in both

system and processes. Healthcare entities can execute operational changes to regulate an

increase in healthcare costs. 

2. Strategic change is implemented at the organizational level, like a change in the

management style. 

3. The basic philosophies of the company promote cultural change, like establishing routine

quality assurance in various departments.

4. Annually, healthcare entities observe political changes; it often occurs for political

purposes, usually happening at the high-ranking professions. 

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References

Lorenzi, N., & Riley, R. (2000). Managing change. JAMIA. 7(2), 116-124. Retrieved

from https://doi.org/10.1136/jamia.2000.0070116

The National Learning Consortium (NLC). (2013). Change management in EHR

implementation. HealthIT.gov. Retrieved from

https://www.healthit.gov/sites/default/files/resources/changemanagementprimer_feb2014

.pdf