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High-Tech Nightmare

Joseph Heaton, MD, a hospitalist with Kaiser Permanente practicing at Exempla Good Samaritan Medical Center in Lafayette, Colo., has spent the past three years helping develop an electronic medical record for the hospital.

The project includes computerized physician order entry (CPOE), which was rolled out Oct. 2. He estimates he has dedicated anywhere from 20% to 50% of his time to technology implementation.

“I’ve been the physician champion for the project, working alongside the IT (information technology) development team,” Dr. Heaton explains. “I was chosen not for any particular computer expertise but because of other leadership roles I have played as a hospitalist and my involvement in quality projects. I see CPOE and electronic medical records as obvious extensions of the other quality projects hospitalists participate in.”

Dr. Heaton’s experience in implementing a CPOE system highlights the barriers faced by those charged with advancing technology critical to hospital medicine.

He says he has learned a lot about computers along the way, but the technology is a snap compared with the challenges of managing change and making sure physicians are in tune with the new system.

“Not only was I representing other hospitalists, but also a broader group of physicians with privileges at the hospital, as well as other employees, including nurses and pharmacists,” he says. “Much of what I did was to translate language about workflow from the clinicians to IT, and then report back to the clinicians.”

But it wasn’t as easy at it sounds.

“Unfortunately, in this institution there is no single, agreed-upon communications venue for reaching all of the physicians who practice at the hospital,” says Dr. Heaton. “So we’ve had to use e-mail, voice mail, noon bag-lunch demos, mailings, departmental meetings and classes—multiple opportunities to make sure that physicians feel informed. That way, when they show up for their actual training in how to use the system, they’re not still asking questions like, ‘Why are we doing this?’ ”

Practical Intervention

Some ways to prevent or overcome physician resistance to CPOE implementation in the hospital.

  • Hospitalists and other clinicians need to be actively involved in developing and implementing major computer technology such as CPOE. Depending on the scope of the project, it is reasonable to dedicate part of one physician’s salaried position to work on implementation.
  • A major role for the physician dedicated to CPOE is to give other physicians practicing in the hospital a voice in the project’s development—even when they aren’t eager to become engaged. The hospitalist assigned to the project serves as a bridge between other physicians and the technology professionals, communicating what clinicians need and what is possible.
  • Collaboration and give and take among clinician representatives and IT professionals is essential to CPOE development. Clinicians must prioritize what they want to achieve and not get stuck on esoteric issues
  • CPOE should be approached, as much as possible, from a workflow perspective, adapting and customizing the product to fit how physicians actually practice at the hospital, instead of just asking them to adapt to the system’s features. This requires clarifying what hospitalists’ workflow entails, perhaps by having someone shadow a hospitalist for a shift while taking notes about care practices. But also be open to opportunities to change and automate routines in need of updating. Members of the hospitalist group with particular clinical affinities, for example, for pneumonia or diabetes may be called upon to help develop standardized order sets for those diagnoses.
  • Plan for computer crashes and system downtimes. Is there an alternative computer network available in the hospital? If not, how quickly and easily can physicians revert to paper-based ordering processes? Be aware that problems never envisioned by the planners will emerge. —LB
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