When planning an EMR implementation, don’t be afraid to set
brisk timelines and be sure that deadlines are known to be firm.
Peter F. Drucker, the greatest (in my opinion) of business
management gurus, wrote that to do their best work people must have an optimum amount of
challenge. There should be enough challenge so they must push themselves and
can then feel pleased with their accomplishment, but not so much as to
overwhelm and demoralize them.
In my experience of a very challenging EHR implementation
timeline without any wiggle room, the pressure of the deadlines focused the
efforts of all involved. In the
large, inclusive workgroups there was no time for old rivalries and
territoriality. Compromises had to be made, so decisions could be reached and
the process could keep moving. Tight deadlines permitted the building of
momentum and of enthusiasm for the tasks.
In the context of group process under the watchful eye of top
management, no one wanted to be identified as an obstructionist. At the same
time the process itself must be open and creative as well as disciplined. There
are always legitimate competing interests and needs. The issues must be
wrestled with until good enough solutions are found. Keep in mind that an EMR is not a final
masterpiece. If anything it is a living entity in that it will be made to grow
and change building on the experience of the uses.
By the way, we met our deadline to the day, and I still feel proud of it years later.
