Organizational Change Management for EHR Success

Let’s back up for a second to examine why “the how” can be so challenging. 

Did you know that research show that 95% of cybersecurity incidents are due to human error? If you’re wondering what this has to do with EHR Implementations and Organizational Change Management, it’s that both deal with people problems. System implementations don’t fail because of the technology. They fail because – as our CEO, Chris Parry described it during our RCPA session – “The problem sits between the keyboard and the chair.”  

People make the difference between success and failure when it comes to organizational change. Here are the common pitfalls associated with digital transformations. 

• Employee and staff resistance 
• Middle management resistance
• Lack of executive sponsorship and engagement 
• Lack of accountability
• Poor or nonexistent cross-functional collaboration 

For these reasons and more, most change efforts hit roadblocks and fail, which is costly in terms of time, money, and other resources. Even more importantly, organizational credibility and employee trust take a hit when essential changes fail to be fully addressed.  

Now that we’ve laid out what can go wrong, let’s discuss what helps things go right. 

Organizational Change Management is a specific, structured approach that prepares, equips, and supports individuals within an organization through a change. Change is difficult, so organizations need a methodology to help people navigate and adopt change. 

Various OCM models exist, including McKinley’s 7-S Change Management Model, Lewin’s Change Model, and Kotter’s 8 Step Change Management Model.  

At EHR Edge, we use the ADKAR Model. Developed by the company Prosci, ASKAR is the industry standard for change management around the globe. ADKAR stands for: 

• Awareness – for the business change and the need for change. Being informed about what is going to happen and why it’s important go a long way with people everywhere to facilitate change.  
• Desire – to participate and fully support the change. Human Services Agencies currently face a variety of external pressures to adopt an EHR, but outside pressures aren’t enough to make that change effective. People across the organization must know the benefits – WIIFM (What’s in it for me?) – and want to change. 
• Knowledge – on how to change. In this part of the approach, people begin to learn about what’s changing through a variety of training materials. Ideally, these training resources take a variety of forms to accommodate different learning styles. 
• Ability – to implement the change. Once people have sufficient knowledge, here is where they begin to apply it. Everyone undergoes additional training, but unlike in the Knowledge phase, the training and development focuses on the applied skills needed to work in a new way.
• Reinforcement – to sustain the change. To ensure meaningful change, the organization must have a plan about how it will operate after the solution is implemented. The plan must include putting in place support structures, metrics/KPIs, and strong leadership, ensuring the organization doesn’t slip back into old habits.  

Prosci calls these “the five building blocks necessary for individual change,” and individual change is the key to Organizational Change Management. 

The ADKAR Model focuses on individual change because organizations are made up of individuals who make the change possible. Each person and their needs are considered under the ADKAR Model, which tends to minimize resistance and leads to higher success rates. 

You’ll notice that the building blocks of ADKAR are things qualities to have rather than things to do. To turn the ADKAR Model into action at your organization, you need to find ways to develop and increase Awareness, Desire, Knowledge, Ability, and Reinforcement. Each organization needs to determine the best combination of what, who, and how to increase the building blocks. 

Here are some good questions to ask to make these decisions at your agency: 

• What information needs to be shared? 
• Who are the best people to share it? 
• How will the information and training be disseminated? (e.g., which channels; at what frequency?) 

Tailor your plans to your industry and the specific needs of the people in your organization. 

Although selecting and implementing an EHR that meets your technical requirements is necessary, it won’t matter how perfectly the tech aligns with your organization if you can’t implement it fully. To maximize the potential of your EHR, your leadership team must carefully manage the organizational and cultural shifts that come with new clinical workflows, address staff concerns proactively, and maintain clear communication throughout the transition.  

If you don’t want to find your organization among the 70% whose system changes fail, consider adopting the ADKAR Model for change management.  

EHR Edge is a trusted partner for Human Service Agencies, helping them navigate change with confidence. Our collaborative approach empowers your team, streamlines workflows, and drives lasting success, so you can focus on making a meaningful impact in your community.