Overcoming Factors That Impact Informatics Initiatives
Adequate technology and an understanding of that technology are necessary, but they are not enough for a successful [informatics] implementation … Researchers and others involved in [informatics] implementations have found that people skills such as leadership, communication, and training are absolutely essential.
—Fenton, Giannangelo, & Stanfill, 2006
A nurse informaticist must always remember that he or she is not leading an information technology project; but rather a clinical project using information technology tools. What exactly does that mean? It means that the technology is a tool to enhance the quality, efficiency, and safety of the organization. The phrase “clinical project” also highlights the main focus of implementation efforts: the clinicians or nurses using the tool. By overlooking the “people” side of the implementation, an organization might be put at risk of experiencing one or more of the factors that challenge the success of informatics initiatives.
In this Discussion, you identify factors that can impact an informatics implementation. You also explore how you might use the ANCC Magnet model to overcome such challenges.
Post by tomorrow 7/26 550 words in APA format and 3 references. Apply the level one headings below:
1) The factor you selected and explain how inattention to this factor might present challenges during an informatics implementation and why.
2) Identify which component of the ANCC Magnet model might be the most appropriate in helping nurse informaticists address this factor. Justify your response. (See attached file on “The Magnet Model”)
|Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.|
In this chapter, the authors introduce the ANCC’s Magnet model. This model was created to produce a professional practice environment that develops positive nurse, patient, and organizational results.
This study assesses the innovativeness and rate of change adoption among chief nursing officers. The authors explore the differences in innovativeness between CNOs, Magnet hospitals, and non-Magnet hospitals.
The following article analyzes the effects of change management within a nursing community team.
This column discusses the need for nurse informatics leaders to be competent and informed. The authors specify nurses’ dual responsibility to IT systems and their managers.
This article examines the reasons and methods for implementing health information technology (HIT). The authors also develop a theoretical framework that focuses on change management and leadership.
Note: The approximate length of this media piece is 12 minutes.
Gail Latimer, Dr. Patricia Button, and Dr. Roy Simpson discuss the key leadership skills and actions nurse informaticists must use when facilitating change in health care settings. Dr. Simpson highlights how resistance to change and the agreement of taxonomies and nomenclatures often stalls implementations and how nurse informaticists can become change agents to overcome these factors.