Arabi Yaseen M, Al Ghamdi Abdullah Ali, Al-Moamary Mohamed, Al Mutrafy Abdullah, AlHazme Raed H, Al Knawy Bandar Abdulmohsen
College of Medicine, King Saud Bin Abdulaziz University for Health Sciences, Riyadh, Saudi Arabia.
King Abdullah International Medical Research Center, Riyadh, Saudi Arabia.
BMC Med Inform Decis Mak. 2022 Mar 15;22(1):66. doi: 10.1186/s12911-022-01801-0.
Information on the use of change management models to guide electronic medical records (EMR) implementation is limited. This case study describes the leadership aspects of a large-scale EMR implementation using Kotter's change management model.
This case study presents the experience in implementing a new EMR system from the leadership perspective at King Abdulaziz Medical City, a large tertiary care hospital in Riyadh, Kingdom of Saudi Arabia. We described the process of implementation and outlined the challenges and opportunities, throughout the journey from the pre-implementation to the post-implementation phases.
We described the corresponding actions to the eight domains of Kotter's change management model: creating a sense of urgency, building the guiding team, developing a change vision and strategy, understanding and buy-in, removing obstacles, creating short-term wins, building on the change and anchoring the changes in corporate culture.
The case study highlights that EMR implementation is not a pure information technology project but rather is a technical-based complex social adaptive project that requires a specific set of leadership competencies that are central to its success. It demonstrates that change management models might be useful for large-scale EMR implementation.
关于使用变革管理模型来指导电子病历（EMR）实施的信息有限。本案例研究描述了使用科特变革管理模型进行大规模电子病历实施的领导方面。
本案例研究从沙特阿拉伯王国利雅得一家大型三级护理医院阿卜杜勒阿齐兹国王医疗城的领导角度，介绍了实施新电子病历系统的经验。我们描述了实施过程，并概述了从实施前到实施后阶段整个过程中的挑战和机遇。
我们描述了与科特变革管理模型的八个领域相对应的行动：营造紧迫感、组建指导团队、制定变革愿景和战略、理解并获得认同、消除障碍、创造短期胜利、巩固变革成果以及将变革融入企业文化。
该案例研究强调，电子病历实施并非纯粹的信息技术项目，而是一个基于技术的复杂社会适应性项目，需要一套特定的领导能力，这些能力对其成功至关重要。它表明变革管理模型可能对大规模电子病历实施有用。
