Assignment: Gap Analysis
The future state is constructed with the best possible knowledge of how the process will ideally work. To move from the current state to the future state, gap analysis is necessary. Gap analysis zeros in on the major areas most affected by the change—namely, technology. What often happens in redesign efforts is an exact or near-exact replication of the current state using automation. The gap analysis discussion should generate ideas from the group about how best to utilize the technology to transform practice. A prudent step is to consider having legal and risk representatives at the table when initiating future-state discussions to identify the parameters within which the group should work; nevertheless, the group should not assume the existing parameters are its only boundaries.
Future-state process maps become the basis of educational materials for end users, communication tools for the project team, and the foundation of new policies and procedures. Simplified process maps provide an excellent schematic for communicating change to others.
Informatics as a Change Agent
Technology implementations represent a significant change for clinicians, as does the workflow redesign that accompanies adoption of technology. Often the degree of change and its impact are underappreciated and unaccounted for by leadership and staff alike. A typical response to change is anger, frustration, and a refusal to accept the proposed change. All of these responses should be expected and need to be accounted for; thus a plan to address the emotional side of change is developed early on. Every workflow redesign effort should begin with a change management plan ( Figure 13-3 ). Engagement of the end user is a critical aspect of change management and, therefore, technology adoption. Without end-user involvement, change is resisted and efforts are subject to failure. Users may be engaged and brought into the prospective change through question-and-answer forums, technology demonstrations, and frequent communications regarding change, and as department-specific representatives in working meetings.
Figure 13-3 Change Management
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