MHA FPX 5068 Assessment 2 Effective Leadership and Communication MHA-FPX 5068 Leadership, Management and Meaningful Use of Health Care Technology

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Background

St. Anthony Medical Center, the primary hospital of Vila Health, has made significant progress in integrating health information technology within its operations (Vila Health, n.d.). Despite these advancements, challenges remain regarding interoperability and end-user acceptance. The current vendor for the new system has shown exceptional commitment to the medical center, prompting the organization to prioritize maintaining a positive relationship despite these challenges. This paper aims to explore strategies for addressing Health Information Management (HIM) implementation challenges through effective management practices, examining leadership best practices in health technology implementation, establishing continuous communication strategies, and demonstrating methods for managing vendor relationships that foster organizational growth.

Approaches for Meeting Challenges in Health Information Management (HIM) Implementation

Healthcare organizations prioritize the adoption of new technologies to enhance and streamline patient care processes. Successful health IT implementation requires alignment with user goals and workflows (Sittig et al., 2018). Additionally, the utilization of technology should support patient care objectives. When technology fails to align with user goals or existing workflows, both the software and workflows must be evaluated and potentially modified to ensure safe and effective care delivery (Sittig et al., 2018). Collaboration with Electronic Health Record (EHR) vendors is essential for monitoring technology performance, enhancing patient care, and enabling clinicians to provide safe and high-quality care.

Leadership Roles in Health Care Technology Implementation

Effective leadership is crucial for the successful implementation of technology. Leaders play a vital role in guiding employees throughout the implementation process (Richter et al., 2016). Key activities include supporting employees, providing feedback, communicating about implementation progress, influencing the work environment, and serving as role models (Richter et al., 2016). Continuous training in leadership development enhances implementation leadership, fostering effective leadership that extends beyond specific implementation efforts. Experiential learning models facilitate the transfer of skills and behaviors necessary for successful implementation, contributing to a well-rounded leadership team.

Developing Ongoing Communication Strategies

Effective communication is fundamental for the successful implementation or upgrade of systems. Communication strategies should address employee concerns and keep them informed about system changes and progress (Solorio, 2019). Leadership should create communication plans tailored to engage both internal and external stakeholders, including regular updates through various channels such as email, meetings, and one-on-one discussions. Feedback mechanisms are essential throughout the process to assess responses and promptly address any misunderstandings (Solorio, 2019).

Approaches to Managing Vendor Relationships and Organizational Growth

Healthcare organizations increasingly depend on third-party vendors for technology systems. Maintaining strong relationships with vendors is essential for organizational growth (Jacques & Watson, 2017). Proactive management of vendor relationships, along with clear communication and delineation of roles and responsibilities, fosters collaboration and supports organizational development (Sittig et al., 2020).

References

Jacques, S., & Watson, A. (2017). Proactive vendor management for healthcare technology. Biomedical Instrumentation & Technology, 51(2), 116-120. https://doi.org/10.2345/0899-8205-51.2.116

Richter, A., von Thiele Schwarz, U., Lornudd, C., Lundmark, R., Mosson, R., & Hasson, H. (2016). iLead – A transformational leadership intervention to train healthcare managers’ implementation leadership [PDF]. Implementation Science, 11, 108-120.