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Consider these techniques for managing change in HIM

HIM Connection, June 20, 2006

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Consider these techniques for managing change in HIM

Any major change in HIM should begin with communicating the purpose and benefits of it to the major stakeholders. During your discussion with HIM staff, describe the entire process in general terms, and then break the project plan into small, manageable steps. For example, if your facility is going to EHRs, be sure to communicate with all the departments involved including information technology (IT), the medical records department, and any other department that may be involved in your facility.

Provide the process description in stages. For example, say, "First, we plan to relocate the medical record charts to the old bus garage." Using a town hall concept, tell staff that the overall goal is to convert to electronic medical records during the next year, but today's meeting is to discuss the relocation of all records to the regional storage center.

Getting your message across

Effectively communicating change to staff can often be a challenge. Consider the following tips:

• Hold town hall meetings. The main purpose of town hall meetings is to allow people to ask questions and get answers. Anticipate the questions you will receive and develop your answers-this is your first set of frequently asked questions (FAQ).

• Use a facilitator. A facilitator can manage the flow of questions and keep dialogue on target. Use a flip chart to write down questions for which you currently have no answers and rely upon the facilitator to help you obtain clarification. You are actively involved in the dialogue, but the facilitator is there to listen to, monitor, and record reactions.

• Update and publish the FAQs. Allow staff to read answers to FAQs by posting them online, on a bulletin board, or by sending them via e-mail. And update your FAQ list when you receive new questions.

• Maintain a consistent message. For example, say, "This project is imperative. This is why we need to go forward to benefit the organization, patients, and this department."

• Continue coaching. Be approachable and visible, and make frequent rounds within the work areas. Ask individuals whether they attended the town hall meeting. What is their understanding of the goal, and what more do they need to know about the project? Repeat this step often and listen carefully to feedback to determine accuracy of knowledge, lack of information, and job worries.

Editor's note: This article was written by Mary Mike Pavoni, MS, RHIA, FAHIMA. Pavoni is president of Mary Mike Consulting, Ltd., in Westchester, IL. E-mail her at marymikepavoni@aol.com

This article was taken from the newsletter Medical Records Briefing, published by HCPro, Inc.

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