The Challenge Case “How Huntington Hospital Introduced Electronic Health Records” and its related Challenge Case Summary were written to help you better understand the management concepts contained in this chapter. Answer the following discussion questions about the Challenge Case to better understand how concepts relating to organizational change and stress can be applied in a company such as Huntington. 

Data from The Challenge Case “How Huntington Hospital Introduced Electronic Health Records” 

Huntington Memorial Hospital, a 635-bed hospital located in Pasadena, California, has a mission expressed by the phrase “right care, right place, right time.” Fulfilling that mission requires highly qualified professionals with access to the most up-to-date and accurate information on patients and treatment options. Huntington’s management realized that the traditional paper-based approach to record keeping did not adequately support that mission. Management thus determined that it was time to begin the switch to electronic health records. Such records could make health information easily available to the hospital’s professionals at the point of care, whether that was a doctor’s office or a patient’s bedside. It could help physicians manage the increasing complexity of their work. Patient outcomes could improve, assuming the electronic records would give doctors faster access to lab results, imaging studies, and other documents. Despite these advantages, the changeover from paper to electronic records can be a trying experience. Perhaps the highest hurdle is getting the professional staff members to adopt new ways of carrying out their work. Busy doctors, nurses, and therapists may not appreciate the added time required to learn a computer system. Working on a computer may feel especially awkward for those who have many years of experience using paper records. Huntington’s administrators tackled the challenge by engaging the doctors in the change process. They started by conducting a survey of the physicians to learn how they handled record keeping, what value they placed on existing technologies, and what challenges they faced with keeping records. Based on that feedback, the hospital determined that electronic medical records could offer physicians the most and the fastest advantages in the area of electronic prescription data. To choose a software vendor, Huntington invited doctors to participate in a “click-off” event in which they counted how many mouse clicks they needed to complete various tasks. This event helped Huntington select a program that the doctors would be most comfortable using while also engaging them in the change process. Huntington contracted with a software company called Allscripts to develop its electronic health records system, which it named Huntington Health eConnect.

1. How difficult would it be for a lower-level administrator to spearhead an effort to find new electronic applications for record keeping throughout Huntington and actually implement the changes? Explain.
2. Do you think that employees at Huntington would tend to resist the efforts of this lower-level administrator more than they would resist those of a higher-level administrator? Why or why not?
3. What elements of the change process at Huntington described in the case might cause organization members to experience stress? What could a change agent do to help alleviate this stress? Be specific.