The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to implement computerized provider order entry (CPOE) across all its own hospitals and also the challenges they faced in doing this. Problems for example standardization of care, how to deal with drug reconciliation, and unforeseen challenges (e.g., changes to the postop ordering process, lack of a human gatekeeper to monitor order flow, increase in lab orders). Dr. Bill Bornstein, Chief Quality and Medical Officer of Emory Healthcare in Atlanta is responsible for the easy implementation of CPOE at Emory Healthcare, which is a vital part of their $50 million electronic medical record initiative. By June 2009, CPOE had gone "live" at Emory University Orthopaedics and Spine Hospital, Emory University Hospital, and Wesley Woods Hospital in a staged rollout.
While Dr. Bornstein felt good about how the execution had gone thus far, as he looked ahead next month to July 13, 2009, the quick approaching go-live date for Emory University Hospital Midtown (EUHM), he was concerned about the challenges and possible risks that lay ahead. He considered what additional activities he should take to get ready for go-live at Midtown, and if Midtown was ready for CPOE at all. One thing was certain; this hospital was different. The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's attempts to grapple with the challenges of implementing the reactions of consequence and CPOE. Like how to take care of a workforce that's mixed views about the worth of implementing such systems, the advantages and disadvantages related to standardization of attention, as well as the best way to take care of sudden changes to work procedures, problems are brought out in the case. The case also allows for discussion of the best way to plan a phased implementation with sufficient time for organizational learning to happen between the time that various sites "go live."
PUBLICATION DATE: November 15, 2010 PRODUCT #: 311061-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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